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Q. How should a company start and manage a LEAN
Six Sigma Initiative?
A small but committed force of the right people
given the proper authority can do wonders to get things started.
Companies which are successful implement a system that builds upon the
lessons learned and successes of others.
Companies that have successfully implemented
LEAN Six Sigma share the following three basic characteristics: committed
leadership, use of top talent and supporting infrastructure.
This supporting infrastructure involves:
- A formal project selection process
- A formal project review process
- Dedicated resources
- Financial system integration
- A formal project review process
- A LEAN Six Sigma project review steering
committee
- Completion of a pilot assessment through one
or more projects
- Regularly scheduled, on-site and off-site
coaching and training sessions of each project’s Champion, team members
and process owner
- A continuous improvement of the LEAN Six
Sigma process by incorporating any lessons learned from each completed or
even incomplete project
A
successful LEAN Six Sigma initiative must be promoted by senior management.
People need to be motivated either to implement the LEAN Six Sigma
process, achieve target results and get promoted – carrot or get terminated
– stick per GE’s successful approach.
The
creation of a visible crisis – a burning platform/structure – is a powerful
approach to effectively communicate the need to institutionalize immediately
systematic improvements to the enterprise. This urgent need for systemic change
must be presented so it is not only easy to understand, but readily internalized
and people see that when there is an alignment of LEAN Six Sigma work with
business needs and/or operational metrics, both existence and bottom-line
excellence can be achieved.
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