operational excellence – getting started

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Lean4/7/2017Ronald Morgan Shewchuk1In 1950 The Toyota Motor Company was struggling to avoid bankruptcy in post World War II Japan under the direction of Eiji Toyoda. The company had limited infrastructure and was able to produce only 2,685 vehicles per year. This quantity was dwarfed by the Ford Motor Company which produced 7,000 vehicles per day at its Rouge plant in Michigan. Eiji Toyoda turned to Engineers Taiichi Ohno and Shigeo Shingo to develop a Lean production system which could manufacture an automobile with less resources such as machines, people, space, time, energy, etc. This was the birth of the Toyota Production System (TPS), which later became known as Lean Manufacturing or simply, Lean.The hallmark of the Toyota Production System is the reduction of waste. Taiichi Ohno identified seven sources of waste summarized in Figure 1.1.

Operational Excellence


Getting StartedFigure 1.1 Sources of Waste Targeted by Lean Production4/7/2017Ronald Morgan Shewchuk2The systematic identification and elimination of these wastes along the value-added chain of manufacturing has led Toyota to be the largest, most profitable automobile manufacturing company in the world. History has shown that this improvement has not been a manufacturing metamorphosis but rather a sustained system of incremental process improvement which has occurred over the last half-century.



Getting StartedSix Sigma4/7/2017Ronald Morgan Shewchuk3Six Sigma is a systematic method of process improvement which reduces variation thereby causing quality improvement. The methodology of Six Sigma was first formulated by Bill Smith, a Senior Engineer and Scientist at Motorola in 1986. This approach was based upon previous quality improvement systems developed by Shewhart, Deming, Juran, Ishikawa and Taguchi. The goal of Six Sigma is for all processes to produce at quality levels below 3.4 defects per million opportunities (DPMO). The hallmark of Six Sigma is the Define, Measure, Analyze, Improve and Control (DMAIC) process inspired by Demings Plan-Do-Check-Act cycle. See Figure 1.2.



Getting StartedFigure 1.2 The DMAIC Process4/7/2017Ronald Morgan Shewchuk4At first glance it may appear that the DMAIC process simply states the obvious. In practice, however, there is a natural tendency to jump from the problem definition phase to the improvement phase without identify the underlying cause and effect relationships. This can lead to poke and hope or chasing butterflies in the night improvement strategies which will ultimately extend the timeline of the improvement process.



Getting StartedIntegrating Lean and Six Sigma4/7/2017Ronald Morgan Shewchuk5We have learned that Lean focuses on waste minimization resulting in reductions in cycle time, inventory and lead time. Six Sigma focuses on process control and variation minimization resulting in defect reduction. If we implement these two improvement methodologies simultaneously we get the best of both worlds increased process speed with reduced defects. This integration may be visualized as in Figure 1.3 and forms the foundation of Operational Excellence. Now we have a whole host of tools at our disposal to attack problems, a sampling of which is provided in Figure 1.4. You may recognize some of these tools from previous experience. Most of us have had some exposure to histograms, Pareto charts, fish-bone diagrams, process maps, Gantt charts, etc. The key point is that Lean Six Sigma brings these tools together to systematically cause improvement by following the DMAIC process.



Getting StartedFigure 1.3 Integration of Lean and Six Sigma4/7/2017Ronald Morgan Shewchuk6

DefineMeasureAnalyzeImproveControl

LEAN6Project CharterSIPOC DiagramVoice of the CustomerQFDProject Prioritization MatrixFinancial AnalysisKPOVsRACI ChartSwim Lane MapValue Stream MapTakt TimeRun ChartSpaghetti DiagramProcess Flow DiagramVariable/Attribute Sampling PlanBenchmarkingMSAPareto ChartDefect CharacterizationLead Time, Cycle Time, WIPC & E Diagram5 Whys RCASPCCp and CpkAffinity DiagramRegression Surface RegressionFMEAANOVAPICK ChartPull SystemProduction LevelingChangeover ReductionTPM/RCM5S + SafetyGantt ChartPert/CPMHypothesis TestingBoxplot ValidationDOEDFLSSVisual ControlsStandardized WorkCheck SheetsCleaning with InspectionMistake ProofingControl PlanSPCResponse Flow ChecklistLong Term StabilityTraining & Re-Training



Getting StartedFigure 1.4 Lean Six Sigma Tool Kit4/7/2017Ronald Morgan Shewchuk7



Getting StartedDoes Lean Six Sigma Apply to Me?4/7/2017Ronald Morgan Shewchuk8You may be wondering at this point I am not making automobiles, I am not making integrated circuits, I am not manufacturing anything. How can Lean Six Sigma apply to me? Well it can and it does. Whether you are the manager of a call center, the director of an investment banking firm or the CEO of an insurance entity your company relies on the successful execution of multiple processes which get work done. Since Lean Six Sigma is a process improvement methodology it applies equally well in the manufacturing and service sectors.



Getting StartedCan I Afford to Implement Lean Six Sigma in my Company?4/7/2017Ronald Morgan Shewchuk9You may be also wondering My company is small with limited resources, can I afford to implement Lean Six Sigma within my company? Lean Six Sigma training of key personnel within your company is meant to augment their formal education and detailed process knowledge acquired through their job. This training will allow them to do their job faster, reduce errors and increase internal and external customer satisfaction. They need not be dedicated resources with a change in job description and/or accountabilities. The bottom line is that all companies must have a working system of continuous improvement to prevent their lunch from being eaten by the competition. Remember Toyota started out as a tiny company in the 1950s.



Getting StartedOperational Excellence Deployment Plan4/7/2017Ronald Morgan Shewchuk10A deployment plan is recommended to keep your Operational Excellence initiative on track. The plan follows the DMAIC process. We will step through each section of the deployment plan together to ensure that your Operational Excellence initiative is a success.OPEX Deployment Plan - Define



Getting StartedOPEX Deployment Plan - Define4/7/2017Ronald Morgan Shewchuk11The first step in operational excellence deployment is executive engagement. Lean Six Sigma is a top-down improvement strategy. It must be actively supported by management or it will wither and die. The tools and techniques of Lean Six Sigma have been tried and proven to work but the improvements will not be sustained unless the executive leadership rolls up their sleeves and actively participates in the improvement process as opposed to tacit endorsement. An excellent way to get the executive team engaged is for members of the executive committee to attend a three day Executive Lean Six Sigma Leadership training program hosted by a reputable Lean Six Sigma consultant. There are many top-notch Lean Six Sigma consultants. You will want to conduct interviews with prospective training providers to ensure that they have an understanding of your business/market and have successfully conducted leadership training with peer companies.



Getting StartedOPEX Deployment Plan - Define4/7/2017Ronald Morgan Shewchuk12Consultants tend to gravitate to industry specialties such as health care, aerospace, banking, manufacturing, service sector, etc. It is important to select a consultant that has prior experience in your type of business to ensure that objectives are aligned.A typical Executive Lean 6 Leadership training agenda is included in Figure 2.2. Notice that there are several exercises built into the training plan. This is essential to ensure that participants develop working team harmony and remain engaged throughout the training period. Interruptions such as phone calls, emails, personnel visits, etc. must be strictly avoided and called out as part of the training ground rules. At the conclusion of the training your executive team will have bought-in to the Lean Six Sigma methodology for continuous improvement and be eager to begin the implementation within your company.



Getting StartedFigure 2.2 Executive Lean Six Sigma Leadership Training Agenda4/7/2017Ronald Morgan Shewchuk13



Getting StartedOPEX Deployment Plan - Define4/7/2017Ronald Morgan Shewchuk14The next step is selection of the Operational Excellence Steering Team. Team size should be three to six members. Membership selection will depend to a large extent on the type of business your company is engaged in. Typically, manager and director level people are included on the Steering Team since the authority to allocate resources will be required. In the case of a manufacturing company, the Quality Manager, Production Manager, Maintenance Manager and Human Resources Manager would be good candidates for Steering Team membership. A service-based company might include the Customer Service Manager, Sales Manager, Information Systems Manager and Human Resources Manager. The leadership of the Steering Team should be assigned to one of the members that has demonstrated a high level of organizational skills, attention to detail, facilitation skills and program management.



Getting StartedOPEX Deployment Plan - Define4/7/2017Ronald Morgan Shewchuk15It is important to select results-oriented people for the Steering Team which have a proven track record of getting things done since they will be the driving force of the Operational Excellence initiative within your company.The first task of the Steering Team is to define their charter. A template for this purpose is included in Figure 2.3, a completed manufacturing example in Figure 2.4 and a completed service example in Figure 2.5. The Steering Team Charter should be a concise summary of the key aspects of your Operational Excellence initiative. Try to limit it to one page and avoid the use of ethereal language. In some cases it may be appropriate for the team sponsor to also be a team member. The objectives should be written in SMART format Specific, Measurable, Achievable, Relevant and Time-based.



Getting Started4/7/2017Ronald Morgan Shewchuk16Figure 2.3 Operational Excellence Steering Team Charter Template



Getting Started4/7/2017Ronald Morgan Shewchuk17Figure 2.4 Operational Excellence Steering Team Charter for Manufacturing



Getting Started4/7/2017Ronald Morgan Shewchuk18Figure 2.5 Operational Excellence Steering Team Charter for Service



Getting StartedOPEX Deployment Plan - Define4/7/2017Ronald Morgan Shewchuk19When you choose your performance metrics to track the progress of your Operational Excellence initiative try to choose metrics that are timely, relevant and show the true picture of your business situation without revealing confidential information. Your communication mechanism must be able to show validated improvement results on a monthly basis.The Steering Team will conduct telephone and face to face interviews with prospective Lean Six Sigma Training Providers in order to select the training resource for your company. The type of training required and the recommended number of trainees is summarized in Figure 2.6. Motorola popularized the use of belt colors similar to that used in Karate to denote training level. Black Belt and Green Belt are the most common levels of Lean Six Sigma training but there are other colors to denote intermediate levels of training.



Getting Started4/7/2017Ronald Morgan Shewchuk20Figure 2.6 Lean Six Sigma Training Requirements



Getting StartedOPEX Deployment Plan - Define4/7/2017Ronald Morgan Shewchuk21It is essential that the training provider understand your type of business and be able to bond with, and relate to, the hands-on working level employee within your company. For this reason the selected training consultant may or may not be the same which provided your company with Executive Lean Six Sigma Leadership Training. Some consultants excel at delivering the strategic business vision of Lean Six Sigma while others excel at the hands-on factory level or service level deployment of Lean Six Sigma. A key question to ask is the type of software that will be used to support the training. You will find that consultants are passionate about their software selection. Some prefer Minitab, while others prefer SPC XL/DOE Pro XL, JMP, Statistica, StatPlus or a number of others. The learning curve of these respective software packages and the cost of deployment within your organization must be carefully considered.



Getting StartedOPEX Deployment Plan - Define4/7/2017Ronald Morgan Shewchuk22The Steering Team must now decide who will be the people to drive Lean Six Sigma at the plant or service operations level. These will be the Champions of the Operational Excellence initiative. You will want to select people that are genuinely excited and enthusiastic about attacking problems through a methodical system of continuous improvement. In a manufacturing plant the Plant Manager is typically the Champion while in the service sector the Business Unit Manager is typically the Champion.The final step of the define phase of the Operational Excellence Deployment Plan is the training of your Champions. A typical Champion training agenda is included in Figure 2.7.



Getting Started4/7/2017Ronald Morgan Shewchuk23Figure 2.7 Lean Six Sigma Champion Training Agenda



Getting StartedOPEX Deployment Plan - Measure4/7/2017Ronald Morgan Shewchuk24Vince Lombardi once said If youre not keeping score, youre just practicing. As in football, a business must also keep score. There are many metrics by which your company may keep score, but are they sufficiently descriptive to ensure that your company is customer-focused and using its assets most efficiently? Figure 2.8 includes common Lean Six Sigma metrics for manufacturers.Figure 2.9 includes common metrics for service-based companies.



Getting Started4/7/2017Ronald Morgan Shewchuk25Figure 2.8 Lean Six Sigma Metrics for Manufacturing

Figure 2.9 Lean Six Sigma Metrics for Service



Getting StartedOPEX Deployment Plan - Measure4/7/2017Ronald Morgan Shewchuk26The type of metrics you select to track will depend largely on the type of business you are engaged in. Avoid analysis paralysis choose the metrics which are relevant to your business and watch them like a hawk. A common sign of a struggling company is yet another call from the boys at head office asking for the same data presented in a different chart format.Now that you have identified the Key Performance Indicators (KPI) which measure the heartbeat of your business, it is time to compile the last twelve months of benchmark performance for these metrics within your company. This completes the measure phase of the Operational Excellence Deployment Plan.



Getting StartedOPEX Deployment Plan - Analyze4/7/2017Ronald Morgan Shewchuk27During compilation of the Key Performance Indicators of the measure phase you probably encountered some disturbing trends which required investigation. Thinking in terms of the Lean Wastes which Taiichi Ohno identified and the sources of variation which result in poor quality, the Steering Team must drill down to the root causes of these trends. This will lead to a list of potential Lean Six Sigma Projects. Recognizing that companies have limited resources we need a method to decide which projects to work on first. The Project Prioritization Matrix of Figure 2.10 is a useful tool to accomplish this task. A completed example is presented in Figure 2.11.



Getting Started4/7/2017Ronald Morgan Shewchuk28Figure 2.10 Project Prioritization Matrix Template



Getting Started4/7/2017Ronald Morgan Shewchuk29Figure 2.11 Project Prioritization Matrix Example



Getting StartedOPEX Deployment Plan - Analyze4/7/2017Ronald Morgan Shewchuk30The Executive Committee decides which project aspects are important to the operational business strategy of the company and the relative importance of each aspect is assigned as a weighting factor. The Steering Team then rates individual projects on a scale from zero to ten for the impact the successfully completed project will have on that aspect. Project impact is multiplied by the aspect rating and summed across the aspects yielding the Overall Project Value Rating. The higher the Overall Project Value Rating the more attractive the project is to meeting the strategic business objectives of the company. Upon closer inspection of the example in Figure 2.11 you might be asking Why would the Executive Committee select Ease of Implementation as an aspect? This is a qualifying aspect which allows the Executive Committee to discriminate between low hanging fruit and more difficult projects. If the Executive Committee wants to focus on projects which can be rapidly completed they would assign a high weighting factor to this aspect.



Getting StartedOPEX Deployment Plan - Analyze4/7/2017Ronald Morgan Shewchuk31In this case, the Executive Committee has decided that low hanging fruit projects would already have been completed by the more traditional methods of continuous improvement thus diminishing the importance of this aspect.Now we have a prioritized set of projects which will lead us to select the resources to drive these projects to completion. Think about the most important project identified through the project prioritization matrix. Who should be on the team? Who should be the project lead? Since this is the most important project to the company the project lead should be a trained Lean Six Sigma Black Belt. The team should consist of four to seven members (including the project lead) who have intimate knowledge of the process in question and are a stake-holder in the benefits of the improvement actions. The team should include one or two trained Lean Six Sigma Green Belts. Thus, you can see that Lean Six Sigma training candidates are identified by the priorities of the business.



Getting StartedOPEX Deployment Plan - Analyze4/7/2017Ronald Morgan Shewchuk32This is the difference between a Lean 6 revolution versus a Lean 6 evolution. In the former case a company decides to jump feet first into the Lean Six Sigma improvement methodology and begins training multiple belt candidates simultaneously. The latter case represents targeted training provided first to the company associates who can have the biggest impact on business objectives. For most companies the Lean Six Sigma evolution route is more pragmatic and cost effective since a portion of the benefits derived from completed projects can be applied to future Lean Six Sigma training costs. Figure 2.12 compares the roles and pre-requisites of Lean Six Sigma belt candidates. This will aid you in selecting Black Belt and Green Belt candidates. Training class sizes are typically from twenty to twenty-four people. You will want to maximize the class size to dilute the fixed costs of the consultant. It is also a good idea to have a waiting list of two to four candidates in case there are last minute conflicts which reduce the class size. This completes the analyze phase of the Operational Excellence Deployment Plan.



Getting Started4/7/2017Ronald Morgan Shewchuk33

Figure 2.12 Comparison of Lean Six Sigma Roles



Getting StartedOPEX Deployment Plan - Improve4/7/2017Ronald Morgan Shewchuk34The first step of the improve phase is to provide hands-on classroom training to the Black Belt and Green Belt candidates identified during the analyze phase. Lean Six Sigma Black Belt Training is provided first since these candidates will lead the high impact projects. They will also serve as mentors and coaches to the Green Belts within your organization. This is an essential part of the Learning Based Management System.



Getting StartedOPEX Deployment Plan - Improve4/7/2017Ronald Morgan Shewchuk35A typical Black Belt training agenda is included in Figure 2.13 and a Green Belt training agenda in Figure 2.14.The first week of training will cover project selection, definition, project charter and project management. Black Belt candidates will have already had their project selected as part of the project prioritization step of the Operational Excellence Deployment Plan. Green Belt candidates may or may not have been assigned a project prior to beginning their training. Lean Six Sigma is a find a fix methodology. It can be used to solve any problem. You do not have to invent projects which you perceive to neatly fit into Lean or neatly fit into Six Sigma. Projects, however, which have an identified root cause and an identified solution are typically not good choices for Lean Six Sigma projects.



Getting Started4/7/2017Ronald Morgan Shewchuk36Figure 2.13 Lean Six Sigma Black Belt Training AgendaLean Six Sigma Black Belt Training Agenda1.Introductions20.Analyzing Data using Graphical Tools2.Goals of the Training21.Statistical Process Control (SPC)3.Ground Rules22.Measurement System Analysis4.Team Building Exercise23.Root Cause Analysis5.Lean Six Sigma Fundamentals24.Theory of Constraints6.The DMAIC Process25.Data Types and Distributions7.Project Selection and Definition26.Variable/Attribute Sampling Plans8.Voice of the Customer27.Hypothesis Testing9.Project Charter28.Confidence Intervals10.Project Management29.Analysis of Variance (ANOVA)11.High Performance Team Dynamics30.Multiple Regression Analysis12.Lean Six Sigma Communication Mechanisms31.Design of Experiments (DOE)13.Process Definition32.Design for Six Sigma (DFSS)14.SIPOC Diagram33.Failure Mode Effects Analysis (FMEA)15.Process Mapping34.Reliability Centered Maintenance16.5S + Safety35.Mistake-Proofing17.Value Stream Mapping36.Control Plan18.Cause & Effect Matrices and Diagrams37.Engendering Lean Six Sigma into Daily Operations19.PICK Chart



Getting Started4/7/2017Ronald Morgan Shewchuk37Figure 2.14 Lean Six Sigma Green Belt Training AgendaLean Six Sigma Green Belt Training Agenda1.Introductions16.Value Stream Mapping2.Goals of the Training17.Cause & Effect Matrices and Diagrams3.Ground Rules18.PICK Chart4.Team Building Exercise19.Analyzing Data using Graphical Tools5.Lean Six Sigma Fundamentals20.Statistical Process Control (SPC)6.The DMAIC Process21.Measurement System Analysis7.Project Selection and Definition22.Root Cause Analysis8.Voice of the Customer23.Data Types and Distributions9.Project Charter24.Variable/Attribute Sampling Plans10.High Performance Team Dynamics25.Hypothesis Testing11.Lean Six Sigma Communication Mechanisms26.Confidence Intervals12.Process Definition27.Analysis of Variance (ANOVA)13.SIPOC Diagram28.Regression Analysis14.Process Mapping29.Mistake-Proofing15.5S + Safety30.Control Plan



Getting StartedOPEX Deployment Plan - Improve4/7/2017Ronald Morgan Shewchuk38For example, the project Replace worn out mold on Extrusion Press Number 12 with new mold would not be a good Lean Six Sigma project candidate. The root cause of the failure is known it is routine end of life equipment maintenance. The solution is known replace the mold. There is nothing to measure or analyze. This is a Just Do It project.Now, if the expected mold life is 3 years and the Mean Time Between Failures (MTBF) is 6 months there is an underlying set of cause(s) which have implications to your Reliability Centered Maintenance Program. Finding and correcting the causes of premature tool failure would be a good Lean Six Sigma project.



Getting StartedOPEX Deployment Plan - Improve4/7/2017Ronald Morgan Shewchuk39The culmination of the project selection and definition process is the Project Charter. A template is provided in Figure 2.15, a completed manufacturing example in Figure 2.16 and a completed service example in Figure 2.17. This is the Project Leaders promise of what will be accomplished by when, and how the improvement will be validated. Black Belts will present their project progress to the class at the beginning of weeks two, three and four. Green Belts will present their project progress at the beginning of week two. It is a good idea for the Steering Team to be present during these project reviews. This demonstrates managements sustained commitment to the Operational Excellence Initiative.



Getting Started4/7/2017Ronald Morgan Shewchuk40Figure 2.15 Operational Excellence Project Charter Template



Getting Started4/7/2017Ronald Morgan Shewchuk41Figure 2.16 Operational Excellence Project Charter Example for Manufacturing



Getting Started4/7/2017Ronald Morgan Shewchuk42Figure 2.17 Operational Excellence Project Charter Example for Service



Getting StartedOPEX Deployment Plan - Improve4/7/2017Ronald Morgan Shewchuk43Operational Excellence projects are successfully implemented by following the DMAIC process as indicated in Figure 2.18. A key aspect of successful project implementation is the project review which occurs between DMAIC phases. This is the opportunity for management to provide input to the project to remove obstacles, provide additional information or resources and ensure that the project is on track to achieving the objectives defined in the project charter. The Steering Team must keep track of the status of open Lean Six Sigma Projects within the organization. This can be accomplished by a stand-alone database, a database connected to your companys intranet, or by a simple spreadsheet such as the template included in Figure 2.19 and the example included in Figure 2.20. Including a picture of the project lead personalizes the project ownership and promotes individual accountability within your organization. Now you have a living and breathing document which summarizes the open and closed Operational Excellence projects within your company.



Getting Started4/7/2017Ronald Morgan Shewchuk44Figure 2.18 Operational Excellence Project ImplementationPRPRPRPRDefineDefine Problem StatementDefine Problem ScopeDefine Project Objective(s)Define Project MetricsDefine Financial Benefit of ProjectSelect Team MembersMeasureMeasure Current StateValidate Measurement SystemEstablish Reporting and Communication Mechanism for MetricsAnalyzeAnalyze Data to Identify Cause & Effect RelationshipsDetermine Process Capability and SpeedDetermine Sources of Variation and Time TrapsImproveDevelop Solution Alternatives Based Upon Validated CausesConduct Experiments to Validate Solution AlternativesIterate Analyze/Improve Phases to Identify Optimum SolutionControlSustain the GainsDevelop Control PlanDocument and Train New Work StandardMonitor PerformanceMistake-proof ProcessPRProject ReviewProject Team presents to Plant/Business Unit Leadership Team current status of project between DMAIC phasesEnsures that phase deliverables are provided before proceeding to the next phase of DMAICEnsures that project remains on track to achieving targeted goalsAllows Plant/Business Unit Leadership Team input to suggest tools, techniques and information sources to facilitate project completion



Getting Started4/7/2017Ronald Morgan Shewchuk45Figure 2.19 Operational Excellence Project Tracking TemplateOperational Excellence Project Portfolio Open Projects Completed ProjectsProject NumberProject OwnerProject SummaryProblem DescriptionObjectivesProject Start DateTCDActual Completion DateForecast Benefit ($/yr)Actual Benefit ($/yr)Project StatusLocationCertProject Cycle Time (days)Last NameFirst NamePicture



Getting Started4/7/2017Ronald Morgan Shewchuk46Figure 2.20 Operational Excellence Project Tracking Example



Getting StartedOPEX Deployment Plan - Improve4/7/2017Ronald Morgan Shewchuk47The next step is to decide the methods of communication for your companys Operational Excellence efforts. There are several ways to do this such as monthly newsletters, bulletin boards placed in strategic locations, intranet website postings, emailing monthly progress reports, etc. The Steering Team should also plan to present once per quarter to the Executive Committee face to face. This concludes the improve phase of the Operational Excellence Deployment Plan.



Getting StartedOPEX Deployment Plan - Control4/7/2017Ronald Morgan Shewchuk48The final phase of the deployment plan is to sustain the continuous improvement inertia which has been developed, and engender the Lean Six Sigma methodology within your companys operating culture. It is necessary for the Steering Team to participate in Lean Six Sigma Project Reviews to ensure that projects remain on track and the deliverables are provided by the project team for each of the DMAIC phases. The project review checklist of Figure 2.21 summarizes the typical set of deliverables from each of the DMAIC phases and the questions to ask to ensure that the project is ready to proceed to the next phase.



Getting Started4/7/2017Ronald Morgan Shewchuk49Figure 2.21 Operational Excellence Project Review Checklist



Getting StartedOPEX Deployment Plan - Control4/7/2017Ronald Morgan Shewchuk50Periodic visits to the plants/service centers will allow the Steering Team to validate the effectiveness of the improvement actions implemented by the project teams. The Japanese call this Genchi Genbutsu which means go and see with your own eyes.It is obvious that control will be jeopardized if plant equipment is not being operated or maintained correctly. Thus, it is natural for the improvement efforts of your organizations Total Productive Maintenance/Reliability Centered Maintenance program to be incorporated into your Operational Excellence program. This integration will spawn a number of maintenance-based Lean Six Sigma projects which will increase the operational reliability of your plant(s).Since the Steering Team has been involved in the project review process throughout the DMAIC phases, it is logical that they participate in the final project outbrief which will lead to candidate certification as a Lean Six Sigma Black Belt or Green Belt.



Getting StartedOPEX Deployment Plan - Control4/7/2017Ronald Morgan Shewchuk51Typically, the consultant who provided Lean Six Sigma training will be present at the final project outbrief as they must validate that training tools have been correctly applied. Use the certification milestone to recognize the achievement of the project lead/team in accomplishing their goals. Take advantage of this public relations opportunity to update the achievements of the Operational Excellence initiative within your organization.During the Lean Six Sigma training which has occurred during the improve phase you may have noticed that the training provider puts a spin on the training by using anecdotal examples from their past. This is human nature. We are all a product of our past experiences. You may, however, desire the training examples and case studies to be specific to your type of industry or service, or perhaps even generated within your company. In this case you may want to integrate the Lean Six Sigma training function within your organization.



Getting StartedOPEX Deployment Plan - Control4/7/2017Ronald Morgan Shewchuk52This is best accomplished by identifying a certified Black Belt within your company which has demonstrated aptitude and enthusiasm in using the tools of Lean Six Sigma and would like to expand their role to that of teacher. An additional week of Train the Trainer classroom education provided by your Lean Six Sigma Training consultant will elevate the candidate to the level of Master Black Belt and provide the new teacher with the foundation to assume this role.The next step is for the Master Black Belt to build the training curriculum and support materials necessary for integrated training within your company. This can take from three to six months. As with any technical training, the subject matter is constantly evolving. The Master Black Belt must keep their curriculum current with the best available improvement tools of Lean Six Sigma to ensure that your in-house training program remains cutting-edge. Lean Six Sigma refresher training for Black Belts and Green Belts should be conducted once per year.



Getting StartedOPEX Deployment Plan - Control4/7/2017Ronald Morgan Shewchuk53New hire training should be conducted as required to support the next set of project priorities identified by the Steering Team. The DMAIC process of project management is then applied to this next set of priorities which may utilize certified Black Belts and Green Belts and/or Black Belts and Green Belts in Training (BBIT and GBIT respectively). This concludes the control phase of the Operational Excellence Deployment Plan. Throughout the deployment, it is expected that the language, acronyms, and most importantly, the improvement methodology rub off on other company associates.Consequently, associates take a more systematic approach to solving problems in their functional areas. The tools of Lean Six Sigma need not be applied solely to projects. In fact, the gains are an order of magnitude higher if these tools are built into the daily operating DNA of the company.



Getting Started