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How to Develop a Lean Six Sigma Deployment Plan. Starting a Lean or Six Sigma initiative at your organization is no easy task. The task is easier, however, when you build a comprehensive deployment plan. In this video, you will learn everything you need to know about a successful Lean or Six Sigma deployment plan, including: Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip.
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Gary Cone is a founding partner of Global Productivity Solutions and has over 3. Lean Six Sigma, organizational change and industrial systems. Cone pioneered the development of the Six Sigma roadmap while working at Motorola in the 1. Six Sigma revolution that began at Allied. Signal in 1. 99. 4, where he was personally responsible for leading the deployment in the $6 billion automotive sector; and was responsible for Six Sigma implementations at GE, Gen. Corp, International Truck, Siebe, Bombardier, LOF and Crane, in addition to others. Watch the full video at: http: //www.
Michael Cyger: Hi everyone. My name is Michael Cyger and I’m the founder and publisher of i. Six. Sigma. com – the largest community of Lean and Six Sigma professionals in the world and the resource for learning to drive breakthrough improvement. Here’s what we do here: We bring on successful lean and six sigma business leaders; we learn from their experiences; and they share their strategies and tactics with you. Then, when you have a success to share, you can come on the show and give back as today’s guest is going to do. Here’s today’s big question: What goes into a Lean Six Sigma deployment plan, and how can you make sure that your current or future deployment plan is the most successful that it can be? Joining me to answer this question is Gary Cone.
Gary is the Founding Partner at Global Productivity Solutions, a global management consulting firm specializing in operational excellence, assessments, project execution, implementation, and training. Gary, welcome to the show. Gary Cone: Hello, from the Motor City. Michael: Good to have you from the Motor City. Gary: Thank you. Michael: Gary, let’s start with a basic question: what is a deployment plan?
Gary: It’s basically an agreement between the people who are going to help a company, and the company of what is to be done. It is based on a lot of facts. It is based on looking to the leader’s eyes and see if they are really ready to do something and see if they got data, taking a cursory look at least at their organizations and see what needs to be done in this agreement and how to get started at least for the first year or so. Michael: Interesting. I’ve never heard it described it that way. You know, I have facilitated a lot of meetings and when you start a Black Belt Six Sigma project you often times will have an agreement with the team the first time you get them together and you’ll go over things like, “Here are the ground rules. Here’s what we are going to train and accomplish with this project.
Here’s what’s going to be acquired of the team.” And what you are saying is the deployment plan is the same sort of thing but with the executive team. So if you are writing this deployment plan, you are saying, “Here is what we are going to do the first year or so.” And you are going to get them to buy off on this. Gary: Exactly. We need the supporter or we’ll fail from the beginning. So it is the agreement. This is what we are ready to go do is probably not as complete as I would like it to be but I, at least am at a point where I know that what will do will have a return and they will see the benefit. Michael: Great. Throughout this interview I will be asking you about Lean Six Sigma deployment plans. Most deployments today that I have seen are either lean, as in lean manufacturing or lean service, or they’re Lean Six Sigma the combined Lean and Six Sigma methodology.
Are deployment plans applicable to both types of deployments? Gary: Absolutely. You need to know where you are going. You need to – you know, the worst thing you can do is one or two months into something, surprise the leadership of a company with something, and so yeah, you are laying out the road map with what you are going to do regardless of what it looks like. And the difference between lean and Lean Six Sigma or Six Sigma, truth of the matter is everybody needs it all. It’s really what a company has an appetite to do and what they have already got done that is evident. Michael: What happens when a Lean Six Sigma plan goes badly?
What does that look like? Gary: Oh, my God. A lot of disgruntled people, a lot of arguing among management, a lot of arguing over financial benefits, a lot of arguing over we- haven’t=let- anybody=go- yet – you know, that sort of thing.
The people really haven’t got, most could go wrong. There’s two failure modes that are predominant.
One is just a lack of buy- in from the leadership.