Presented to:

By:

Date:

Federal AviationAdministrationLean Six Sigma in

Federal Government

LSS Success –

Right Projects + Right People

Managing Both

FEB Symposium

Jack Schrock, Lean/Six Sigma Program ManagerFAA Logistics Center, MMAC

April 7, 2009

Lean Six Sigma in Federal Government2Federal Aviation

AdministrationApril 7, 2009

Caution: Entering the World of Lean/Six Sigma

• Motorola Analog Cell Phones “Perfection” versus Market

• LSS cannot save a flawed strategy (StarTAC, 1996)

• Lean/Six Sigma is more than just DMAIC

• Continuous Improvement systems need to be integrated into the fabric of everyday business

Lean Six Sigma in Federal Government3Federal Aviation

AdministrationApril 7, 2009

What is Lean/Six Sigma - “Elevator Speech”

• World-class Business And Customer-driven Change Strategy

• Common Vision And Language Shared By All

• A Powerful Data-driven, Knowledge-based Methodology

• Empowering Teams

• Best Problem-solving Tools

• Utilizing And Developing The Best Talent

• Achieving Targeted Business Results

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AdministrationApril 7, 2009

Five Pillars of Organizational Excellence

• Pillar I – Process management • Pillar II – Project management• Pillar III – Change management• Pillar IV – Knowledge management • Pillar V – Resource management

“All five must be managed simultaneously. Top management’s job is to keep all of them moving ahead at the same time. To concentrate on one or two of them and let the others slide, is a surefire formula for failure.”

* Introduction to the Five Pillars of Organizational Excellence, H. James Harrington

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AdministrationApril 7, 2009

The Focus on Projects

“… projects are the means by which Six Sigma converts knowledge into bottom-line results.”

- Thomas Pyzdek, Quality Digest, Sept. 2000

“ The business perspective is that a Six Sigma project is the agent of action that executes the business strategy and returns the results.”

- Gygi, DeCarlo, Williams,

“Six Sigma for Dummies”, pg. 288

Lean Six Sigma in Federal Government6Federal Aviation

AdministrationApril 7, 2009

Premise:

• Effective support of Lean/Six Sigma

project activities and resources will

Projects

Governance

ResourcesMethodology

result in a successful

Lean/Six Sigma

program.

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AdministrationApril 7, 2009

LSS Critical Elements (MMAC Perspective)

# Section Critical LSS Program Elements Category

1. 6.1 Roles & Responsibilities People

2. 6.2 Human Capital Infrastructure

3. 6.3 People Selection

4. 6.4 Training

5. 6.5 Governance Process

6. 6.6 Project Selection

7. 6.7 Project Management

8. 6.8 Project Tracking

9. 6.9 Project Tollgates

10. 6.10 Project Reviews (With Management)

11. 6.11 Financial Accountability, Validation & Roll-Up

12. 6.12 LSS Program: Performance Measurement

13. 6.13 Rewards & Incentives Policy14. 6.14 Career / Program Rotation

15. 6.15 Communications

Lean Six Sigma in Federal Government8Federal Aviation

AdministrationApril 7, 2009

LSS Managing Projects and People

Lean Six Sigma in Federal Government9Federal Aviation

AdministrationApril 7, 2009

Elements of Governance

Governance

Accountability

Participation

Predictability

Transparency

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AdministrationApril 7, 2009

Accountability

• Sponsor– Provides the "Burning Platform" and Vision

• "Champion" and Management Responsibilities– “ACTIVE” Involvement – Project Ownership– Guidance– Remove Roadblocks

• Empowerment of Champions / Teams– Trust– Encouragement– Allow to Fail without Repercussions

• Performance Measures– Team Guidance and Focus– Alignment to Business Plan– Focused on Results

Lean Six Sigma in Federal Government11Federal Aviation

AdministrationApril 7, 2009

Participation

• Steering Committee Meetings– Manage the System

• Project Teams– Skills Development– Expansion to Workforce

• Project Reviews– Project Progress– Solicit Guidance– Demonstrate Accountability

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AdministrationApril 7, 2009

Predictability

• Policies– DMAIC / LEAN

• Data / Knowledge Based Problem Solving

– Usage of Project Charter• Scope

• Agreement Between Management and Employee

• Rewards System– Encourage Participation of Current and Potential

• Procedures– Toll Gate Reviews– Project Mining and Selection– Assignment of Personnel

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AdministrationApril 7, 2009

Transparency

• Constant Communications– Communicate Expected Behavior

• Up / Down• Across

– Policies / Procedures

• Knowledge Sharing– Advertise Success – Shared Learnings– Leverage Ideas / Solutions

• Examples in Training

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AdministrationApril 7, 2009

Summary: Projects and People - Managing Both

• Begin with the end in mind > Successful Projects

• Provide the resources commensurate with your size organization

• MANAGEMENT DRIVEN

Lean Six Sigma in Federal Government15Federal Aviation

AdministrationApril 7, 2009

LSS Critical Elements

# Section Critical LSS Program Elements Category

1. 6.1 Roles & Responsibilities People

2. 6.2 Human Capital Infrastructure

3. 6.3 People Selection

4. 6.4 Training

5. 6.5 Governance Process

6. 6.6 Project Selection

7. 6.7 Project Management

8. 6.8 Project Tracking

9. 6.9 Project Tollgates

10. 6.10 Project Reviews (With Management)

11. 6.11 Financial Accountability, Validation & Roll-Up

12. 6.12 LSS Program: Performance Measurement

13. 6.13 Rewards & Incentives Policy14. 6.14 Career / Program Rotation

15. 6.15 Communications

WorkshopGreg Logan

- FAA -

WorkshopMark Wagner

- USPS -

Lean Six Sigma in Federal Government16Federal Aviation

AdministrationApril 7, 2009

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