Copyright © Six Sigma Academy International, LLC All Rights Reserved 28_SSA MC Mentoring Process Alpharma 6/6/2005

Copyright © Six Sigma Academy International, LLC All Rights Reserved Presentation NamePg SSA MC Mentoring Process Alpharma Timeline: Process Implemented and understood 1 month before actual use. SSA Team Involved: EC, DM, MC’s Client Team Involved: Black Belts, Green Belts, Regional Deployment Champion (or the like), Project Champions, Process Owners High Level Purpose: An MC mentoring process, focused on timely project closure and project benefits, is to be implemented. The process will be a function of scheduling, standing agenda, Powersteering update of project progression, clear expectations and follow up. The MC mentoring process will include Project Champions, Process Owners and Client Deployment Leaders when required to progress projects to closure. Mentoring skills shall include a blend of Lean / Six Sigma, Project management and change management experience. An understand of operations / business management helps with understanding the business priorities Green Belt mentoring shall be the primary responsibility of the Client Black Belts, however initially the SSA MC may team with the Black Belt on the first few mentoring sessions. The SSA MC must know the status of all GB & BB projects.

Copyright © Six Sigma Academy International, LLC All Rights Reserved Presentation NamePg SSA MC Mentoring Process Alpharma How It Was Handled At Alpharma: 2 MC’s were utilized, specifically for mentoring. One was used to support 12 US Black Belts, one to support 8 European BB’s. There were multiple sites in Europe & US, complicating the mentoring schedule and requiring more travel time. The frequency of site visits is dependent on:- -Number of projects on site -DMAIC stage of project -Ability & Skills maturity of BB / GBs on site -Organizational support from local management -Additional MC led projects / assessments In Alpharma, this resulted in the typical schedule of 3 weeks on site (numerous sites in Europe, less in US), 1 week of phone support from home. 75% on site was typical throughout the deployment, time per location dependent on project needs. It was found that a visit to a site every 2 weeks was too frequent, while once every 5 weeks was too long between updates. May require more “face-time” initially. A typical mentoring session lasted 4 hours when on site and 1.5 hour via tele conference. (average 2 hours per week per BB)

Copyright © Six Sigma Academy International, LLC All Rights Reserved Presentation NamePg SSA MC Mentoring Process Alpharma How It Was Handled At Alpharma (continued): Projects reviewed during the session should include:- -All current BB projects -Any changes to closed BB projects -All GB projects that the BB is mentoring -Any new projects identified A typical mentoring session agenda was informal and used the agenda below:- -Process walk to best understand the project (if applicable) -progress of project to date, including review of appropriate use of tools/methodology -advice on project issues (Six Sigma / Lean, organisational, project & change management) -Next steps - actions and expectations and potential pitfalls -Review project end date & savings -update of Powersteering The focus is to progress the projects towards closure. Interpersonal skills are important because the MC has to influence the change process with no line control Once per quarter the MC should participate in project reviews with the Regional Deployment Champion and site leaders. The report-outs should follow the same agenda but are more formal using the training report-out template. (This effort prepares the final presentation for project closure)

Copyright © Six Sigma Academy International, LLC All Rights Reserved Presentation NamePg SSA MC Mentoring Process Alpharma How It Was Handled At Alpharma (continued): As projects approach closure, the SSA MC’s are tasked with ensuring the project is ready for closure (Primary Metric chart indicates goals achieved), the Project Closure presentation meets expectations, all project closure documentation is complete and all elements of Powersteering have been updated. An escalation path was implemented to address issues and barriers. Path is to Project Champion (if not resolved in 3 days), then to Regional Deployment Champion (if not resolved in 6 days), then to Sr. Deployment Champion (if not resolved in 9 days).

Copyright © Six Sigma Academy International, LLC All Rights Reserved Presentation NamePg 5 US Mentoring Schedule – European Mentoring Schedule Escalation Path – Project Mentoring Checklist Processes and templates used: 28.0 SSA MC Mentoring Process Alpharma Weekly Status Reports (30/60/90), Belt Utilization, Executive Project Summary Detailed Project Summary

Copyright © Six Sigma Academy International, LLC All Rights Reserved Presentation NamePg SSA MC Mentoring Process Alpharma Upgrade Opportunities – What might be done differently next time: Implement and plan for MC Mentoring process at least 1 month prior to training BB’s and GB’s. We were “living and learning” and evolved considerably from the initial system of merely providing an hour a week for mentoring. Begin deployment with standard Weekly MC Reports and 30/60/90 Day Closure Reports used by SSA and client. It took us approximately 8 months to implement these reports, which have been critical in driving projects to closure in a timely manner. For larger deployments, determine how many BB’s can effectively be supported by one SSA MC. An approximation of the number of BB’s one MC can support, providing 2 hours mentoring in person per month, is 20 BB’s. Not correct, the number changes depending on where the organisation / BB / projects are through the deployment maturity curve. The first wave of BBs in an organisation requires far more MC support than wave 3 GBs because the concepts were alien to the business. Plus just because GB project are “smaller” does not mean they are less complex or do not need MC support (NB PROJECT CLOSURE over BB self sufficiency). Plus I would not feel comfortable if I only spoke to BBs for 2 hours per months It needs to be much more than that if you expect MCs to know what is happening Utilize an MC staff complete with a balance of traditional Six Sigma and Lean expertise.. This is only % of my job. I spend more time discussing how to manage implementation issues than how to perform a particular test. We are selling this implementation expertise as the Value Add, not just LSS tools. I would suggest that MCs need to be LSS practitioners with a healthy dose of business acumen

Copyright © Six Sigma Academy International, LLC All Rights Reserved Presentation NamePg SSA MC Mentoring Process Alpharma Upgrade Opportunities – What might be done differently next time: Deployment GapsRecommended Actions Lean and/or Six Sigma Applicational knowledge lacking Provide appropriate training to our MC’s to bridge the gap. – through internal mentoring of “new” MCs by experienced MCs – Can learn the theory in class but not how to do it. Standard Reporting structures Agree metrics / reporting templates before deployment to ensure periodical project reporting is part of the long-term deployment objectives

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