Lean Six Sigma in Federal Government

1. Lean 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

2. 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

3. 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

4. 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

5. 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

6. Premise: • Effective support of Lean/Six Sigma project activities and resources will result in a successful Lean/Six Sigma program. Projects Governance Methodology Resources

7. LSS Critical Elements (MMAC Perspective)

8. Project LSS Managing Projects and People Communication Rewards Project Team Improve - Control Analyze - Define - Measure - Active LSS Sponsor & Mgrs. Project Mgt. System Resources Skills / Training

9. Elements of Governance Governance Accountability Participation Predictability Transparency

10. 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 Expectations

11. Participation • Steering Committee Meetings • Manage the System • Project Teams • Skills Development • Expansion to Workforce • Project Reviews • Project Progress • Solicit Guidance • Demonstrate Accountability Sustainment

12. 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 Control

13. Transparency • Constant Communications • Communicate Expected Behavior • Up / Down • Across • Policies / Procedures • Knowledge Sharing • Advertise Success • Shared Learnings • Leverage Ideas / Solutions • Examples in Training Communications

14. Communication Rewards Project Project Team Improve - Control Analyze - Define - Measure - Active LSS Sponsor & Mgrs. Project Mgt. System Resources Skills / Training Summary: Projects and People - Managing Both • Begin with the end in mind > Successful Projects • Provide the resources commensurate with your size organization • MANAGEMENT DRIVEN

15. LSS Critical Elements Workshop Greg Logan - FAA - Workshop Mark Wagner - USPS -

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