Lean Six Sigma and Operational Excellence 2.0

This session describes how to solve costly business problems and add real value to organizations by applying the best of Lean Six Sigma with enhanced score-carding within an Operational Excellence system.

The session provides a "yes" response (and "how to" execute techniques) to the question "is there a better way" for undertaking operational excellence (OE) and Lean Six Sigma (LSS) deployments so the enterprise financials benefit.

From this session, attendees will be able to:

• Benefit from a 9-step roadmap for implementing Operational Excellence.
• Benefit from an enhanced approach for implementing Lean Six Sigma.
• Understand how to select and report balanced performance metrics so that there is improved process understanding.
• Describe how to create improvement efforts so that the big picture benefits.
• Understand how to create and maintain a long-lasting, productive Operational Excellence (OE) culture.

• Improve organizational scorecard reporting
• Create and execute targeted strategies for improving the business
• Execute an enhanced Lean Six Sigma project execution roadmap
• Enhance traditional business scorecards through 30,000-foot-level predictive performance reporting
• Describe how to implement and benefit from an effective Operational Excellence system

• Improve process efficiency with analytics
• Use measurable results to improve performance
• Improve processes that reduce the time to complete tasks
• Identify waste and implement changes to reduce defects
• Use metric tools that help eliminate process variability
• Positively impact customer satisfaction
• See how the webinar described techniques can be useful to collectively implement Malcolm Baldrige Quality Award criteria, implement Edwards Deming management techniques, create a Quality Management System (QMS), and develop a long-lasting ISO-9001 system.

• Operational Excellence (OE) deployments typically examine only (without any formal consistent structure) operations and not the big picture with the inclusion of support functions such as Human Resources (HR), Information Technology (IT) maintenance. This can result in Lean Six Sigma and other improvement efforts working to optimize operational processes instead of an HR hiring process, which may be the bottleneck for the organization.
• OE deployments do not traditional address commonplace organizational metric and Key Performance Indicator (KPI) reports, which can lead to much firefighting the same issues over and over again resulting in much frustration and wasted efforts that have high costs. Jobs can be lost because of this commonplace reporting issue.
• OE deployments do not address how traditional goal setting can lead to very bad, if not destructive, behaviors, as illustrated by Enron at the turn of the century, Wells Fargo personnel setting up bogus accounts a few years ago, and organizations playing games with the numbers (costing the company big bucks) to meet arbitrary set monthly or quarterly goals (e.g., number of products shipped each month).
• Traditional Lean Six Sigma deployment reporting that they saved 100 million dollars but nobody can find the money. Lean Six Sigma Black Belt practitioners can lose their job over this.
• Traditional Lean Six Sigma deploy practitioners being laid off since only anecdotical statements were made about the benefits of their improvement projects and them not showing benefits of their work from a 30,000-foot-level process-output metric statistical enhancement perspective.
• OE does not typically address how red-yellow-green, table-of-numbers, and other reports often lead to behaviors that are not good (or very bad) for their organization. These commonplace forms of reporting do not encourage process improvement if responses are undesirable. These forms of reporting do not provide a predictive statement, where if an expected future process-output response is undesirable, there is a need for process improvement.
• Lean Six Sigma deployments do not typically address how commonplace process capability indices (e.g., Cp, Cpk, Pp, and Ppk) are difficult to understand, can be dependent how samples are collected, erroneous reject/accept lots, and can be gamed to make situations look better than they are.
• OE does not address how Acceptable Quality Level (AQL) lot testing statistically protects the supplier, not customer, from undesirable lots and does not encourage process improvement when specifications are not met.
• OE does not address how an organization conducts many Lean Kaizen Events for improvement; however, leadership and customers do not see the benefits of these efforts to the bottom-line. People could lose their job over this.

• What is Operational Excellence
• How the Integrated Enterprise Excellence (IEE) system provides a structured 9-step roadmap for implementing OE wisely
• Evolution of Six Sigma and Lean
• An enhanced Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) improvement project roadmap
• DMAIC process improvement phases check sheets
• Selection of LSS improvement projects so that the big-picture monthly reported EBITDA (earnings before interest, taxes, depreciation, and amortization) or profits increase via of an Enterprise Improvement Plan (EIP)
• Traditional balanced scorecard metrics issue and resolution
• A walk down memory lane: Enron, Listeria Contamination, A mail truck accident
• Traditional table-of-numbers, red-yellow-green scorecards reporting issues and resolution via 30,000-foot-level metric reporting
• Free access and demo of a 30,000-foot-level reporting app
• A hospital example that shows:
  • An Integrated Enterprise Excellence (IEE) value chain that structurally links the output of its functional 30,000-foot-level processes metrics with the processes that created them
  • An EIP that shows the metric enhancements that are to be enhanced via Lean Six Sigma or other process-improvement effort
• References to articles and books for additional information

• CEO
• President
• C-suite
• Operational Managers
• Engineers
• Quality Managers
• Six Sigma Black Belts
• Process Improvement Practitioners
• Quality Practitioners
• Functional Managers
• Quality Managements