1. LeanSigma ® Facilitator Training Module 13 – Continuous Improvement

2. Topics Continuous Improvement Sustainment of process improvements …………………………. 4 - 7 Continuous Improvement Environment −Lean training program……………………………………………………….…. 8 - 9 −Lean values…………………………………………………………………….………… 10 −The Lean program framework…………………………………………. 11 – 18 −Next steps……………………………………………………………………….. 19 - 20 2

3. Lean Sigma has six steps to optimize processes. 3

4. The process owner is key to sustaining process improvements over time. Process workflow and associated business rules Process documentation, including SOPs, process maps, templates, forms, data definitions Process Definition KPIs and associated definitions Measurement systems Process Measurement Systems Training process performers / SMEs Process Deployment Review and approval of changes required when: business requirements, legal frameworks, technology, upstream processes or downstream processes change as weaknesses, opportunities or threats are identified Process Maintenance & Improvement 4 The process owner is ACCOUNTABLE for:

5. The process owner is RESPONSIBLE for the following tasks: Review and approve the process Analyze and capture issues Communicate process deployment or updates Approve changes to supporting systems and supporting data, whether shared with other process owners, or not Manage conflicts in their various teams Ensure good cooperation with upstream and downstream business process owners 5

6. The Business Process Owner should understand the process and the environment in which it is executed. 6 Business Purpose Business Rules Transformations Critical data elements, who owns them, where they reside, who creates them, and who else uses them Other role responsibilities Business Purpose Business Rules Transformations Critical data elements, who owns them, where they reside, who creates them, and who else uses them Other role responsibilities Inputs Outputs Upstream Processes Down- stream Processes Supporting Systems Legal & Regulatory Requirements

7. The Process Owner often delegates process design and maintenance tasks to a process SME A business process owner may delegate aspects of the business process role to lower-level business process owners or other process role Often the “heavy lifting” associated with process design and maintenance is assigned to a process expert assigned the role of “process steward” or “custodian” 7

8. IMS is creating a continuous improvement environment. Teaching lean concepts in classes like this one Stressing lean values so teams can be more efficient whether in a kaizen or in business-as-usual activities Establishing a program to ensure that lean efforts are more than just activity, they are focused and aligned to business priorities 8

9. You join a growing community of Lean practitioners! 9 Facilitators (4 day training with certification) −181 people trained −33 certified to date Lean champions (2 day training for sponsors of Lean) −150 people trained Click for list of Lean trainees to Lead alignments

10. Lean doesn’t just happen in kaizens, we need to drive the values into every day business. 10 Look for ways to improve value and eliminate waste View change as healthy Don’t let “best” get in the way of better Use facts to guide your decisions Simplify and standardize Get it right the first time (eliminate rework) Think globally and cross-functionally View your work from the customer’s perspective Celebrate successes

11. 11 The Lean Program Framework 1. Clear Expectations 2. Governance 3. Communication 4. Focused work

12. 1. Clear Expectations Clear Expectations Pace of Lean Events -Minimum one event per quarter for every 125 employees Benefits - Not all Lean events must result in $ savings but must show value: Cost savings Cost avoidance Quality improvement Hours redeployed to additional work 12

13. 2. Strong Governance for alignment and support Alignment and support Centralized information for transparency and reporting Standard outputs 13 Governance

14. Program Meetings ensure alignment and support. 14 Lean Leads discuss work planned to ensure alignment & avoid duplication. Lean Leads discuss tactics, best practices, training, communication, & risks. Exec Champions & Lean Leads review results, priorities, and risks. Semi- monthly Lean Council Monthly Lean Center of Excellence Meetings Weekly Lean Cadence Meetings Extended Lean Team Meeting Leads & facilitators share best practices.

15. Centralized information in our PMO allows us to be transparent about results. 15

16. Standardized templates exist to help you do the work. 16

17. 3. Communication Plan 17 Communication One intranet article per month 3 – 4 Lean Gallery events per year Department-specific newsletters Periodic “brown bag” presentations Reinforce Key messages: Front-line employees determine how to improve their own processes The goal is more productivity, not head-cutting. Lean applies to all areas, not just Operations. Lean is a way of life, not a project.

18. 4. Focus Areas 18 1.Understand from functional departments what they need to accomplish 2.Translate this to process focus areas and then kaizen topics 3.Make sure the topics are appropriate for kaizens (solutions not known, heavy process component, etc.) 4.Prioritize the work with a standardized tool Focused work

19. We need you! We influence the culture every day. You can be a strong driver of change. Be a leader others want to follow! 19 Show the Dancing guy video

20. Completing your certification Congratulations! You’ve completed the first part of your certification requirement -- the training. You’ll receive a link within the next week with instructions to take the lean quiz on-line. −Feel free to use your book and the internet during the quiz −Tests the basic lean concepts Work with your lean leader and search the PMO to find lean events: −Observe one event −Co-facilitate one event −Be a lead facilitator for two events 20 Click for Link to Lean Project Roadmap (PMO)

21. Thank you and good luck on your Lean journey! 21