Lean Six Sigma An Execution Engine

Tools

Lean Six Sigma An Execution Engine

People

Process

Questions, Comments, Thoughts…

1

2

3

4

People

• How we see ourselves

People

• How the business sees us

People

• Or worse

People

• What they think they need

People

• What they really need

People

• What you really are

People

• Truths about project management and change

• It is hard

• You can’t run a business and change it

• Everyone thinks they are a project manager

• Everyone is not

People

•SO GIVE YOURSELVES A HAND!!!

People

• Practitioners of martial arts are:

• Self-assured

• Knowledgeable

• Intensively trained

• Disciplined

• Purposeful

• Decisive

• Highly focused

• Identify and mentor new Black Belts

So why the martial arts thing?

People

• Belt’s, what’s in a name?

Green Belt Black Belt Master Black Belt

People

• If you got that…

People

• Should I get certified?

• It depends…

• Don’t do it just to add to your resume

• If you are serious about learning how to get to root cause, solve

problems and improve your process…DO IT!

• Why should I get certified?

• A GB/BB/MBB can be a master of Six Sigma concepts, author books,

generate clever templates and create professional presentations, but if

they are unable to lead a team, ask the difficult questions, cultivate

change, influence culture, the chances of being successful are slim. The

credibility of that person and the program are also compromised.

• What is a six sigma program after all? You guessed it, a lot of projects!

Questions asked by project managers about Lean Six Sigma

PROJECT MANAGER

• Individual determines desire to be a PMP® candidate

• Application to sit for certification exam approved by PMI

• Specified # of hours of previous project management experience

• Minimum # of prior PDUs and formal education

• Complete some method of examination preparation

• Pass PMP® certification exam • Sign Project Management Code of

Professional Conduct • Complete 60 PDUs in next 3 years to

maintain certification

• Average cost : $1,500 - $3,000 • Certification by PMI

• Companies determine criteria and candidates

• Complete 4-6 weeks training & additional software training

• Testing of course material • Approval by sponsor, mentor, Master

Black Belt, boss • Complete 2 projects with specified

$$$ savings • Coach Green Belts and team

members • Deliver training and communication

in business units • Most BBs have to work full-time in

position for 12-24 months

• Average cost : $25,000 - $50,000 • Certification by BB’s employer

BLACK BELT

People Compare and contrast PM and BB Certification

• Projects, processes and problems in today’s business environment are infinitively intertwined

• To execute successfully, companies need leaders with the skill to get to the root cause of issues and successfully implement solutions

• The synergy between six sigma and project management is one way to provide this

People Bottom Line

Process How do the lifecycles work together?

DMAIC Six Sigma project lifecycle

PMI’s 5 Process Groups Standard project lifecycle

Initiating

Planning

Define (includes initial charter

creation by sponsor)

Executing

Measure

Analyze

Improve

Closing Control

Realization

Monito

ring

Process

• DMAIC is essentially a change lifecycle

• Some organizations use DMAIC for all projects (at least non-agile projects)

• Don’t be a purist….

• Take the best of both and turbo charge your execution capability

Using DMAIC in a “regular” project?

Process

• Initiating process group

• Charter (4.1 Project Charter)

• Use of metrics-what is the business problem we are trying to solve

• So what/what do I get/meaningful business impact?

• PMBOK-metrics on page 26, not talked about again until page 52, Project

Quality Management

• Talked about in Enterprise Environmental Factors

• Project and Quality Metrics

• HAVE A BUSINESS METRIC!

• Primary and Secondary

• Understand the impact of the project on the metric

Turbo Charge-DEFINE

Process

• Initiating process group

• Stakeholder ENGAGEMENT (10.1 Identify Stakeholders)

• Formula for Change

• Formula for Change originally created by Richard Beckhard and David Gleicher. Provides

a way to measure the success of a change by comparing the components of the change

with the resistance for the change.

• The formula is D x V x F > R (uh-oh, math <g>)

• D=Dissatisfaction with how things are now.

• V=Vision. Is the vision of the current state known? Is it well communicated and shared?

• F=First Steps. Do we know the first steps to begin to take on this journey to the promised land.

• R=Resistance. The resistance of the stakeholders to the change.

• All of these can be represented by a percentage, or to make it easier, a scale of 1 to 10.

Turbo Charge-DEFINE

Process

• Planning Process Group

• Key Deliverable-Requirements (5.1 Requirements)

• Design for Six Sigma Tools-VOC, QFD, Transfer Function

• Project Schedule (6.0 Time Management)

• Critical Chain, Monte Carlo Simulation

• Project Costs (7.0 Cost Management)

• Monte Carlo Simulation

• Risk Management (11.0 Risk Management)

• FMEA

Turbo Charge-MEASURE

Process

• Executing Process Group

• Key Deliverable-Design (4.3 Direct and Manage Execution)

• Design for Six Sigma Tools-DOE, Axiomatic Design, Process Maps

• Tollgates (10.4 Manage Stakeholder Expectations and 10.5 Report

Performance)

• Formal Acceptance

• Conducted at end of all phases

• Use in-process reviews if durations are longer

• Monitoring and Controlling

• Change Controls (4.5)

• More than just CYA

• History of project, work and issues

Turbo Charge-ANALYZE

Process

• Executing Process Group

• Key Deliverable-Build/Implement (4.3 Direct and Manage Execution)

• Tools-Process Maps, Simulation, Fishbone

• Pilot

• A/B Testing, DOE

• Monitoring and Controlling

• Monitor and Control Risks (11.6)

• FMEA updated throughout project

• Risk mitigations may be part of design/solution

• Before and after implementations

• Risk can also be a metric (RPN)

Turbo Charge-IMPROVE

Process

• Monitoring and Controlling

• Key Deliverable-Transfer to Operations

• Verify Scope (5.4)

• Report Performance (10.5)

• Including Lessons Learned

• Control Plan

• Statistical Process Control

• Closing

• Difference between admin close and realization

• Time for burn in/warranty/significance

• Don’t forget to plan for lag time

Turbo Charge-CONTROL

Tools

• Metrics

• Tool-Waterfall Chart

Define

Tools

• Stakeholder Engagement

• Tool-Change Equation-Stakeholder Risk

Define

Tools

• Time and Cost

• Tool-Monte Carlo Simulation

Measure

Tools

• Risk Management

• Tool-Failure Mode Effects Analysis

Measure

• RPN can be a

metric

• Actions are

part of

project

solutions

• Severity

• Occurrence

• Detection

Tools

• Design

• Tool-Design of Experiments

Analyze

• Example

• Response time of a

certain architecture

• Factors

• Bus

• CPU

• RAM

• How would you do it?

• Control variables

• Minimum Runs

Tools

• Execute and Monitor and Control

• Tool-Scrum

Improve

Tools

• Execute and Monitor and Control

• Tool-Scrum

Improve

Execution Engines-the forces that drive strategy

Project Management Program Management Lean Six Sigma

Lean Six Sigma and Project Management

Provide an excellent SYNERGY to drive CHANGE

People, Processes, Problems

All linked and require projects to CHANGE

Becoming certified in Lean Six Sigma gives the project practitioner a new perspective on their work.

Instead of an administrative view, it leads the PM to begin to understand how to lead the work and constantly question the value they are adding. It allows them to effectively and efficiently execute strategy for meaningful business results.

Summary Lean Six Sigma and Project Management

Questions/Comments/Thoughts LinkedIn http://www.linkedin.com/in/markcichonski

Blog: http://executionengines.com/gettingitdone/

Twitter: @MarkCichonski

Email: mark.cichonski@resourcesglobal.com