The following is the general game plan for going forward with Lean Six Sigma within an organization following a comprehensive diagnostic to establish the current baseline performance and identify key areas for improvement.
- Leadership Team review of Diagnostic Results and Improvement Project Prioritization and Selection
- Result review and discussion
- Opportunityidentification and improvement project descriptions
- Company scorecard review, rating, and ranking
- QFD priority setting of projects based upon impact to scorecard
- Selection of 1st wave of 3-5 projects based upon resource capacity
- Staffing of the 1st wave of projects (3-5 people per project team)
- Training requirements determination
- Typically there are 2-3 waves of improvement projects, with each wave having a duration of 3 to 6 months, generally with some overlap in months 3 to 4 to begin the next wave of projects.
- Success in a timely manner requires project teams are allowed to spend between 15% to 20% of their available time to work on projects during the week.
- A member of the leadership team is the sponsor and champion for each improvement project.
- Teams are trained in the methods appropriate for the projects they are tackling. You should follow a train and do approach. Breakout sessions during training focus on application within the workplace.
- Phase exit reviews are scheduled between the teams and the leadership team to foster two way communications.
- Performance metrics are employed for tracking the progress and success of the project teams.
At Educate Virtually we offer Yellow, Green, and Black Belt Lean Six Sigma Certification Courses. These courses are certified and accredited by Missouri State Univeristy's Management Development Institute.