lean six sigmav3

8/3/2019 Lean Six Sigmav3

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Lean Six Sigma

- Supervisory Leadership

April 13, 2011


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L6S Leadership and Recognition

Overall Process

Lean and Six Sigma Certification

Certificate, Letters of Recognition, Business Cards, Signature line

Blue Belt Program New!

Lean Six Sigma Final Project Report-outs

Graduate Projects Division Leadership Reviews

Letters of recognition from Business Leaders

Customer Satisfaction Through Excellence (CSTE)

Lean Bronze, Silver, and Gold

Black Belts

Executive Presentations

Visibility, Direct Project Recognition

Lean Six Sigma Network (L6SN)


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Case for Change

To survive in todays economy, every company must be able to satisfy

its customers demands and exceed their expectations.

To be good enough tomorrow you have to have a system in place todaythat will continually seek perfection and grow your market share.

Being good enough is no longer good enough, you have to be great.

Being great means being consistent, flexible and predict where your

market and customers are growing in the future


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Overall process

Lean Six Sigma progression

Rewards and Recognition

CSTE

L6S certification

L6S Final Report-out

Executive Presentation

Lean Six Sigma L6SContinuous Skills Development Process

08/30/2010

L6S Blue BeltOperational Focus

Leadership DevelopmentTraining1 Project

Reward and/or RecognitionPlant Discretion

Leadership SkillsRoot Cause andCorrective Action

Team BuildingProject Management

L6S Green BeltTactical Focus

Leadership DevelopmentProgram

1-3 Projects > $50,000$500

Six Sigma Black Belt3 Projects > $100,000

Letter Division Leadership$2500

Lean Expert - Bronze3 Projects > $125,000


Lean Expert - Silver3 Projects > $125,000


Lean Expert - Gold3 Projects > $125,000



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Certification Criteria

Green Belts1. Complete Sonocos eLearning course with an 80 or above grade + sixadditional days of Lean Six Sigma classroom coursework

2. Successfully complete a productivity improvement project. Successfulcompletion is defined by:A. Achieving a significant level of improvement or breakthrough learningB. Demonstrated use of the Lean Six Sigma methodology, tools and good team

practicesC. Evidence of an effective control plan and sustained improvement for at least

six months after project completionD. Completion of a detailed final project report, showing auditable savings of a

minimum of $50,000

Black Belts1. Must be a certified GB or equivalent2. Complete 7 additional training days covering advanced statistical tools and

pass the ASQ BB certification exam3. Successfully complete 1-2* additional productivity improvement projects (same

criteria as A-C above,) one of which must utilize a DOE4. BB projects must provide auditable savings of $100,000, either alone or in

aggregate*. No more than 2 projects can be used to reach the $100K bar.


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Certification Criteria (continued)

Lean Experts

Bronze Level:A. Must complete SME Bronze level Lean exam and portfolioB. Must complete 5 Lean projects, totaling $125,000 savings

Silver Level:A. Must complete SME Silver level Lean exam and portfolioB. Must complete additional 5 projects, same criteria as above

Gold Level:A. Must complete SME Gold level Lean exam and portfolioB. Must complete additional 5 projects, same criteria as above


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Rewards and RecognitionREWARDS AND RECOGNITION

EVENT TANGIBLE INTANGIBLE DEVELOPMENTAL OPTIONAL

Green BeltCertification

(refer to criteria)

$500 Letter from division or staffProductivity Champion

GB certificate

Opportunity to work towardbecoming certified

Celebration event with

team (e.g. lunch,

group picture)

Black BeltCertification(refer to criteria)

$2500

Letter from division VP BB certificate Recognition at annual CSTE

awards ceremony

Opportunity to work towardbecoming certified

BB award Plaque

Lean Expert BronzeLevel Certification(refer to criteria)

$1,000 Letter from division VP Special business cards Bronze-level Certificate Recognition at annual CSTE

awards ceremony

Opportunity to work towardbecoming Silver Level LeanExpert

Consideration for additionalcareer advancementopportunities

Bronze Medal

Lean Expert SilverLevel Certification(refer to criteria)

$1,500 Letter from division VP Recognition at annual CSTE

awards ceremony Special business cards Silver-level Certificate

Opportunity to work towardbecoming Gold Level LeanExpert

Consideration for additionalcareer advancementopportunities

Silver Medal

Lean Expert GoldLevel Certification(refer to criteria)

$2,500 Letter from division VP and CEO Recognition at annual CSTE

awards ceremony Special business cards Gold-level Certificate

Consideration for additionalcareer advancement

opportunities

Gold Medal


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Sonoco Blue Belt

People Build Businesses

- Building Leaders and Momentum in Core Operations


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Why? Sonoco Blue Belt (Yellow Belt)

Primary materials is currently developing tool to engage operational personnel to

eliminate waste, increase engagement and problem solve on a daily basis

All hands on deck

Program is similar to Yellow Belts design to get greater involvement from workforce to

reduce fire fighting and allow people to create and implement their own solutions

Several versions of Yellow Belts exist in business and government

Army - http://www.armyg1.army.mil/leansixsigma/yellowbelt.asp

Dell Computers - NC facility everyone was trained as a yellow belt

http://www.allbusiness.com/manufacturing/computer-electronic-product-

manufacturing/578593-1.html

University of Dayton -

http://competitivechange.com/proddetail.asp?prod=SixSigma02
http://www.armyg1.army.mil/leansixsigma/yellowbelt.asphttp://www.allbusiness.com/manufacturing/computer-electronic-product-manufacturing/578593-1.htmlhttp://www.allbusiness.com/manufacturing/computer-electronic-product-manufacturing/578593-1.htmlhttp://competitivechange.com/proddetail.asp?prod=SixSigma02http://competitivechange.com/proddetail.asp?prod=SixSigma02http://www.allbusiness.com/manufacturing/computer-electronic-product-manufacturing/578593-1.htmlhttp://www.allbusiness.com/manufacturing/computer-electronic-product-manufacturing/578593-1.htmlhttp://www.allbusiness.com/manufacturing/computer-electronic-product-manufacturing/578593-1.htmlhttp://www.allbusiness.com/manufacturing/computer-electronic-product-manufacturing/578593-1.htmlhttp://www.allbusiness.com/manufacturing/computer-electronic-product-manufacturing/578593-1.htmlhttp://www.allbusiness.com/manufacturing/computer-electronic-product-manufacturing/578593-1.htmlhttp://www.allbusiness.com/manufacturing/computer-electronic-product-manufacturing/578593-1.htmlhttp://www.allbusiness.com/manufacturing/computer-electronic-product-manufacturing/578593-1.htmlhttp://www.allbusiness.com/manufacturing/computer-electronic-product-manufacturing/578593-1.htmlhttp://www.armyg1.army.mil/leansixsigma/yellowbelt.asp


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Yellow Belt Definition www.isixsigma.com

varies from business to business. A Yellow Belt typically has a basic knowledge of

Six Sigma, but does not lead projects on their own, as does a Green Belt or Black Belt.

Is often responsible for the development of process maps to support Six Sigma

projects.

A Yellow Belt participates as a core team member or subject matter expert (SME) on aproject or projects.

Yellow Belts may often be responsible for running smaller process improvement

projects using the PDCA (Plan, Do, Check, Act) methodology.

PDCA, often referred to as the Deming Wheel, enables Yellow Belts to identify

processes that could benefit from improvement. Yellow Belt projects often get escalated to the Green Belt or Black Belt level where a

DMAIC methodology is used to maximize cost savings using Statistical Process

Control

http://www.isixsigma.com/dictionary/Yellow_Belt_-_YB-173.htm


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Blue Belt Objective

Improved performance is achieved by involving everyone in eliminatingwaste and encouraging people to increase their personal involvement indriving process improvement in their areas of responsibility

Engage everyone in defining, identifying, and eliminating waste while

focusing on the customer and what is truly value added in their eyes

Improve daily operational performance at the Gemba or where value isadded. Focused root cause analysis and eliminate reoccurrence of

loss causing waste

Continuous improvement requires focused support, involvement andcontributions from a levels of leadership, thus, providing the structureand incentive for further improvements


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Blue Belt Recognition

Lean Six Sigma Reward and Recognition Summary

EVENT TANGIBLE INTANGIBLE DEVELOP-

MENTAL

OPTIONAL

Blue BeltCertification

(refer tocriteria)

To beDetermined

by RegionalManager

Letter fromdivision VP

Blue Beltcertificate

Opportunityto work

towardbecomingcertified

Celebrationevent

withteam (e.glunch,grouppicture)


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Certification Criteria

Blue Belts that demonstrate the required level of competency and meet

the specified performance criteria shall become certified by mutual

agreement of the Productivity Champions Team and the Operating

Excellence group, with the concurrence of the division vice president

and/or general manager.


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Blue Belts

1. Complete selected modules of Sonocos eLearning course + threeadditional days of Lean Six Sigma coursework.

2. Successfully complete a productivity improvement project. Successful

completion is defined by:A) Achieving goals of charter level

B) Demonstrated use of the Lean Six Sigma methodology, tools andgood team practices

C) Evidence of an effective control system and sustainedimprovement for at least three months after project completion

D) Completion of a detailed final project report and met or exceededproject goals


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Blue Belt Summary

Sonoco has an immense amount of experience and knowledge in itspeople

To be competitive in the new economy, it will require everyone to

eliminate fire fighting and correct root cause issues permanently

Develop certified trainers in each business

Train key formal and informal leaders in operations

Allow supervisors and managers to become facilitators of operationbased projects to eliminate waste


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Executive Presentations

Schedule is based on Executive availability

Harris Team and Divisional Leadership

Presentations were very well received last year

Featured a couple Blue Belt projects Excellent opportunity for recognition for best of best projects


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Purpose: Executive Presentations

The purpose Executive Presentations is to Recognize people for enhanced skills and ability to deliver

productivity and quality improvement Acknowledge extra effort to complete projects

Encourage people to continue utilizing the tools Encourage continued work on productivity projects Encourage mentors, coaches and leaders of L6S

Demonstrate good stewardship to our LeadersInvestment in people pays off with Business Results


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The role of the Champion

Builds competency in Mentoring

Help pick good projects to showcase

Work with your people to make the message and presentation crisp and

clear

Attend the executive presentations to support your presenters and the

programs as a whole

Lead the Lean Six Sigma ProgramGreat People + Great Projects + Great Results


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Lean Six Sigma Network (L6SN)

Create operationally focus network of Lean Six Sigma thought leaders

and align efforts

Build and support a corporate focus and strategy around Lean Six

Sigma projects, training and recognition

Share best practices and achieve key goals related to Lean Six Sigma

Develop central location for accessing and sharing information

Allow resources to leveraged across businesses and encourage

communication

http://spc/sites/prod_improve_proj/LSS_Network/default.aspx


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Purpose Lean Six Sigma Network

Operationally Leverage Lean Six Sigma across businesses to

Best Practices

Lean Six Sigma Project spotlight

Develop Resource list of Subject Matter Experts SME

Build a Central Library of key documents and information related to Lean

Six Sigma

Share and develop tool set to build on Sonocos current skill set

Key focus communication, resources, toolset and leveraging


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Website


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Lean Six Sigma

- Supervisory Leadership

April 13, 2011


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Lean Six Sigma

Development

Process

L6S Blue BeltOperational Focus

1 Project

Leadership SkillsRoot Cause andCorrective ActionTeam BuildingProject

Management

L6S Green BeltStrategic Focus

1-3 Projects > $50,000

Six Sigma Black BeltAnd Maintenance Black Belt

1-2 Projects > $100,000

Lean Expert - Bronze5 Projects > $125,000

Lean Expert - Silver5 Projects > $125,000

Lean Expert - Gold5 Projects > $125,000


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LeanSigma Timeline: 1997-2006

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

3 6 waves23 trainees

8 Lean waves85 trainees

3 6 waves8 Lean waves126 trainees

4 6 waves29 trainees;6 certified


4 6 waves39 trainees;3 certified


Addl 408leaders trained

6 6 waves53 traineesLean expert

training kickoff

6 leadershiptraining dev.

& delivered to172 global leaders

5 6

waves75 trainees

OE group formedTraining materials

developed

3 6 waves18 trainees


2 6 waves34 trainees11 projects

Transactionaltraining started

2 waves 6delivered

10 trainees10 projects

852 Trainees580 Global Leaders

$16,500,000 Investment

lean six sigmav3

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