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Transcript of Presented to: By: Date: Federal Aviation Administration Lean Six Sigma in Federal Government LSS...
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
Lean Six Sigma in Federal Government4Federal Aviation
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
Lean Six Sigma in Federal Government5Federal Aviation
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.
Lean Six Sigma in Federal Government7Federal Aviation
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
Lean Six Sigma in Federal Government10Federal Aviation
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
Lean Six Sigma in Federal Government12Federal Aviation
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
Lean Six Sigma in Federal Government13Federal Aviation
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
Lean Six Sigma in Federal Government14Federal Aviation
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 -