152 5 lean six sigma and project management go together
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Lean Six Sigma and Project Management
go together
Written by Francisco Pulgar-Vidal, fkiQuality
10/28/2013 152-5 Copyright fkiQualityLLC 2012 1
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Continuing the Executive Education Series
Why Lean Six Sigma is better than ‘just doing projects.’
10/28/2013 152-5 Copyright fkiQualityLLC 2012 2
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Goal of this presentation: Encourage Lean Six Sigma practitioners and project managers to learn from one another.
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I aim to achieve this by presenting
two similarities and two differences between both methods.
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FIRST SIMILARITY: Lean Six Sigma and Project Management are
complementary methods of improvement.
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The methods of Lean Six Sigma (LSS) and project management (PM)
support one another.
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In fact,
some of the best LSS practitioners happen to be skilled project managers.
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They are practitioners who have
blended skills of problem solving and project management.
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In terms of sequence and timing, LSS and PM are
complementary.
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Operational Problem
Designed solution
Implemented solution
Lean, Six Sigma methods
Project management
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Even more, Lean Six Sigma
borrows much from the discipline of project management.
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SECOND SIMILARITY: Lean Six Sigma applies many project management concepts
to be more effective.
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LSS projects are structured
in stages, with gates.
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Lean’s A3 consists of these steps Background Current conditions Goal Analysis Recommended countermeasures How to implement How to sustain
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Six Sigma stages give DMAIC its name, and include Define Measure Analyze Improve Control
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In both cases, to move from one stage to the next, teams must
advance their learning,
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complete specific deliverables,
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and
achieve defined outcomes.
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At each stage gate meeting, called a ‘tollgate,’ the project directing team decides
what happens next.
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Like in any well-run program, LSS projects are launched by
sponsors and champions.
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Project sponsors and champions are responsible for identifying
meaningful projects.
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What does it take to launch projects that
mean something?
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Meaningful projects support a strategy, answer customer needs and improve core processes.
Strategy
Core processes
Customer needs
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The intersections below are promising targets for improvement. How do we
fulfill our vision?
Which processes
need fixing?
What do customers want us to do better?
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From these target areas, project sponsors and champions
identify, select and prioritize LSS projects.
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This creates a program plan made of a
phased sequence of projects.
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Balance strategy, customer
needs, core
processes
Define target areas of
improvement
Sequence projects of
improvement
Why to change? What to change? How to change?
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Then each project is
chartered and launched.
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This sequence is called
hoshin kanri or strategic planning.
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LSS projects are led by a
project manager.
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Simpler LSS projects are led by a
lean practitioner or green belt.
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The lean practitioner or green belt applies an
intermediate level of LSS and project management skills.
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More complex LSS projects are led by a
lean master or black belt.
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The lean master or black belt applies a
deep level of LSS and project management skills.
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Regardless of skill level, the project lead
is not alone and must be supported by the organization.
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Sponsors and champions, an experienced coach and a program office are needed for success.
A successful
LSS program
LSS Champion
Project Managers
PMO
LSS Coach
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FIRST DIFFERENCE: Lean Six Sigma projects
start with problems, not solutions.
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Crucially, while most projects focus on how to
implement a solution,
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… Lean Six Sigma projects focus on how to
find the solution to be implemented.
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Lean Six Sigma has
three major components,
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Project- based
Project- based
A continuous function
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Project- based
Our focus today
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So, Lean and Six Sigma projects are efforts to
improve existing processes, products, services.
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Clearly, improvements are necessary because
there are problems with the current state of things.
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In particular, Lean Six Sigma projects start with problems
that you don’t know how to solve.
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This is so true,
that if you know the solution,
then you
don’t need Lean Six Sigma.
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But if you must solve a
hard problem,
then a Lean Six Sigma project is
likely your best choice.
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Lean follows a method for improving what already exists, called
A3.
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A3 is based on the continuous improvement method of
testing a solution through trials.
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Six Sigma follows a method for improving what already exists, called
DMAIC.
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DMAIC is based on the scientific method of
testing a hypothesis through experimentation.
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While most other projects focus on
delivering a solution,
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… such as: relocate the trading office, develop new technology, enter a new market, prepare for a trade fair, restructure an organization, …
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… recall that LSS is best for
finding and designing a solution.
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SECOND DIFFERENCE: Lean Six Sigma projects emphasize
finding the solution more than schedule, budget, scope or risk.
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For instance, a LSS project may have many
natural outcomes.
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Which depend on the project’s
path of discovery.
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So what happens after each tollgate meeting
is not predetermined.
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Several outcomes are possible along the lifecycle of a Six Sigma project.
For instance, after the Define or Measure stages …
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after a tollgate meeting, when the initial problem turns out to be something else.
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without becoming a failure, when the supposed problem isn’t borne by facts.
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when the initial scope proves too extensive.
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when the team has a short time to deliver results.
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Unlike most projects, all these outcomes
are fine, when they result from what the team has learned about the problem.
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Most often,
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Because a LSS project does not have a known solution, it is critical that the team find the right problem and the right solution.
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For this reason, LSS projects emphasize
designing a solution while de-emphasize meeting schedule, budget, scope or risk requirements.
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In summary, Lean Six Sigma and Project Management complement each other strengths.
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Specifically, LSS projects begin with problems and emphasize finding the right solution,
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… while PM brings structure and discipline to problem solving efforts.
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In terms of skill sets and learning, LSS project leads, sponsors and champions
must learn project management skills to be more successful.
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Conversely, project managers
have the bases to become great LSS practitioners and could learn the technical skills.
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Next presentations will discuss:
• In which way lean six sigma projects go deeper than other efforts.
• The structure of Lean and Six Sigma projects for exploration.
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