In this free 1-hour leadership webinar you will find out what it takes to rollout process improvement in your own organization and how to get it right the first time.
Webinar Recording: How to Rollout Lean Six Sigma Training
Webinar Presentation: How to Rollout Lean Six Sigma Training
Date & Time
- Date: Friday, November 18, 2016
- Time: 10 am – 11 am PT
- What is a training rollout?
- The challenges of rolling out Lean Six Sigma training
- The Road Map for a successful rollout
- Final success tips
- Download the Lean Six Sigma Training Rollout Kit
Elisabeth Swan, Managing Partner & Executive Advisor
Elisabeth is a Managing Partner, Executive Advisor and Master Black Belt of GoLeanSixSigma.com. Elisabeth has over 25 years of success helping leading organizations like Amazon, Charles Schwab, and Starwood Hotels & Resorts build problem solving muscles and use Lean Six Sigma to achieve their goals.
Q&As From the Webinar
- Is it better to start training from the bottom up (Yellow Belt to Black Belt) or from the top (Black Belt to Yellow Belt)?
- What is the difference between the Yellow Belt and Green Belt courses? Is it the same content, but deeper in Green Belt?
- Do you provide on site Yellow Belt & Green Belt training?
- How do you motivate someone who isn’t engaged in Lean Six Sigma?
- Do you recommend all candidates have a sponsor? I’m concerned we aren’t ready six sigma because we don’t have enough sponsors and/ or “champions”.
- What approach to program governance and tollgates do you recommend?
- Am I right? The Master of Black Belt must know the coaching techniques and how to use them?
- What is the rule of thumb for “X” amount of dedicated C/I personnel, per “X” amount of personnel?
- What are the best practices for tracking A3 action items? I’ve found that most A3s are outdated once printed and most keep up with a separate excel spreadsheet. I’m curious if it’s beneficial to have one large database of deliverables for the top level coach.
- Can a Project Leader be a Champion?
- Our company sent candidates to 4 weeks (1 week a month) for Black Belt Training & Certification. Currently doing projects and there is an inconsistency in following DMAIC, and no time to coach all candidates. How do we keep projects on target, not stalling and failing?
- How do you document projects especially the “just do it” projects, as it’s regarded as all in a days job?
- Should my project for cost and increase profit have a member? If so, from which departments in the company?
- Introduction to Lean
- How to Select the Right Improvement Project
- Challenge the Process by Asking “Why?”
- How to Manage Change With Negative Nancy
- How Leaders Can Support Lean Using Leader Standard Work
- How to Harness the Power of 5S and Visual Management
- Why Process Walks Are a Must
- How to Facilitate a Process Improvement Team to Success
- How to Avoid Process Improvement Bloopers & Blunders
- How to Effectively Avoid Unintended Consequences Using FMEA
- Introduction to Lean Six Sigma
How to Rollout Lean Six Sigma Training
Elisabeth: Welcome to another GoLeanSixSigma.com webinar. All these webinars are part of our efforts to make it easy for you to use the tools and concepts of Lean Six Sigma. And today’s webinar is how to rollout Lean Six Sigma Training.
Our Expert: Elisabeth
I’m going to be your presenter today. I have been with Lean Six Sigma since its inception and I have been a coach, a trainer and helps design programs to implement Lean Six Sigma.
Personally, I live on Cape Cod with my husband and my aging cats. If you think my name is familiar, that means you’ve probably seen one of the Pirates of the Caribbean movies. That should tell you that I have a background in piracy. But today, we’re going to focus on Lean Six Sigma training and how to bring that into the organization.
Who Is GoLeanSixSigma.com?
So, as I’ve mentioned, I’ve been with GoLeanSixSigma.com since we started and it’s founded basically with a mission to make it easy for everyone everywhere to build your problem-solving muscles, and that just means that we simplify complex concepts and we’ve made our training totally practical and I think really enjoyable. We put out webinars, blogs, podcasts, everything we can think of to help you and we’ve used and taught Lean Six Sigma for decades because it’s an endless supply of problem-solving tools.
We’ve Helped People From…
And thankfully, lots of other organizations agree that that’s exactly what you should use for process improvement. And we’ve got bricks-and-mortar clients, online, diverse industries. We’ve got healthcare, financial services, manufacturing, government. Lean Six Sigma is about problem-solving and every organization has problems. As you probably know, those of you looking for strength and then build problem-solving muscles, we’ve got a lot of ways to help you.
So we’ll go more on the benefits later, but let’s dive into today’s agenda. First, we’re going to talk about what is a training rollout? We’ll define that. And then what are the challenges of rolling out this Lean Six Sigma training? We’ll look at a roadmap for successful rollout, and then we’ll give you some success tips at the end.
What Is a Training Rollout?
So what is a training rollout? And this is the annoying consultant reaction where I answer to a tricky question, which is “It depends.” We’ve always joked that we would wear a button on our lapel that just said, “It depends.” It could be organizing training for a company-wide Lean Six Sigma effort. It could just be you getting training for yourself. It could be an effort to get one department trained and completing projects as a proof of concept for the larger organization. So, not a simple question, but it’s the first question, “What are you looking to do? What makes sense for you?”
Now, this is our old friend Negative Nancy. We’ve talked a little bit about getting resistance when you’re trying to change, when you’re trying to bring improvement into an organization. So, the resisters are going to be there regardless of what you’re trying to do and they’ve also got—they’ve often got good reasons. But these are some of the things that you have to think about upfront. People are going to get trained and some people aren’t.
So, people are going to be asking, “Why didn’t I get training?” People are going to see things coming in and changing and they’re going to want to know, “Well, how long is this going to take? How long will these projects be going on for? Why didn’t they choose to improve the application turnaround time?” You’ve got to select projects. You’ve got to select a focus for improvement. That means you’ve got to basically select some things not to be improved or not to be improved right now and people are going to want to know. “Why did you choose this? Why didn’t you choose that?”
What the heck is Lean Six Sigma? These are not friendly words for some people. So, what is Lean? Does that mean less employees are needed? We’ve got whole webinars on that. No. And then Six Sigma — it’s a—no, it’s using a Greek symbol. There’s a lot of explanation that goes on. So you need to educate people so they know what’s coming. And then just the whole martial arts terminology, which some groups choose not to use, but you know you’re talking about Black Belts. Are we actually going to fight the competition? So why the martial arts? What’s a Black Belt? What’s a Green Belt? And these are some of the questions you’re going to get, but you get resistance or you could get resistance from anywhere.
10 Types of Troublesome Team Members
These are our classic troublesome team members, but they’re going to show up, and planning your rollout is a way to make sure you don’t hit this kind of resistance.
Follow the Roadmap
So let’s take a look at exactly what the roadmap is. So, first you’ve got Establish a Core Group. Who’s going to help you lead this effort? Who do you need for influence? So, establish that core group. Next up, what are the parameters for certification? What does it mean to certify somebody in Lean Six Sigma? And just to step back a bit, Lean and Six Sigma are that combo toolkit. And Lean focuses on removing waste and streamlining and Six Sigma focuses on reducing variation, add a little more rigor around root cause analysis, but pulling those two things together, then you’ve got to decide what does certification mean? When are people certified in their training?
Then you’ve got to develop a timeline for people that are involved in this effort. What happens when? Next, you’ve got to educate Champions, the people who are going to sponsor and help the team leads, the people getting training and then develop some project opportunities. Next up, you’ve got to conduct a proof of concept project if needed. So that’s one of those maybe you do, maybe you don’t. You’ve got to think about how ready the organization is for bringing in Lean Six Sigma training.
Then you’re going to select the candidates. Who have you got? Have you already got people in mind? If not, how do you find them? And what kind of skills and background should they have? Step 7 — Select and Approve Projects. When you’re training, you have to make sure that these are meaningful but manageable projects especially during training. Step 8 — Require Candidates to do some Pre-Work, get people ready for training. And then conduct Lean Six Sigma Training. Actually, bring people into a room or have them do it online. How is that going to look?
Offer General Awareness Training. You’ve got to educate other folks. Coach Candidates. Do you have coaching staff? What’s that going to look like? Review the projects. Now that people have completed projects, you’ve got to review them on some level. Certify people as having completed their training and their projects. Got to have a party. Celebrate and share success. And then what are you going to do to make sure you sustain the gains? What’s in place so that this isn’t a one-time effort? That this — you maintain the effort and you maintain the gains of the things that you’ve changed.
Types of Rollout
So, different types of rollouts. What types of rollout are you considering? It could be, “It’s just me right now,” just you, but you want to think ahead. Maybe you’ve got a small group that you want to get trained as a trial run, see how this works, see what you run into. Or maybe you’re going to roll it out in one department, one particular area, or the whole organization is ready for a full-scale rollout. That would be the far end of the spectrum.
Poll: What kind of rollout are you considering?
So we pulled our subscribers and here’s what we got. The majority — slight majority here, a little over 38%, just me, right? Thinking ahead. And then, below that, we had close to 30%, 28% saying, “My organization is considering a full-scale rollout.” And then some of them, little trial run and then smallest group, “Just want to rollout training in my area.” So just to give you a taste of how your colleagues are looking at this.
The next thing you’ve got to do is involve leadership, and the question here is “Which leader should be involved?” And this is one of those infographics. We’ve got a lot of infographics for you. If you’d like to educate people, even if you want to go straight back to what is Lean Six Sigma, we’ve got explainer videos, things like that. But, that’s for you to educate leaders, but first you’ve got to decide which ones, which functional areas are we going to address. And you need to consider that. Who’s got influence? Maybe you’ve got people that you know are thought leaders and you want to pull them in early because if they’re involved and if they give support, they’re going to pull a lot of people with them. So you want to get the word out.
You may want to share industry success with these leaders. Show them what Lean Six Sigma has done in similar industries or similar process in different industries, right? So lots of industries have call centers and if you’re working on a call center, there’s a lot of data out there on process improvement success in call centers. So, looking to think about that core group.
Next up, you’ve got to establish expectations and the question here is, “What are the candidates expected to do?” right? Do you want the classic Yellow, Green, Black Belts? Right here, you have a description of all the different roles you could have in a very classic Lean Six Sigma rollout, all the way from White Belt all the way to Champion. Are you going to expect people to take an exam — do the training and take the exam? Some people just say, “I just want them trained and that’s good, and then I’m going to let them go and let them do projects.” And some people are saying, “No, they’ve got to train and take an exam and they’ve got to produce a successful project.” Or, it might be that they’ve got to save the company a certain amount of money. Some people look for formality. Some people maybe end up with a more informal set of expectations but they start very formal in order to get legitimacy and to get the program on the map.
Another reason that people push toward making it very official and having panel reviews at the end where you have the Green Belts or the Black Belts sitting with their Champion, a member of the project management office and a member — an external master Black Belt and they have to present their storyboard to this group to be reviewed. And one of the reasons to do that is it forces people to really tighten their story, really pull together a very succinct storyboard. And that’s great because you can use those storyboards to build momentum to show people, “Here’s the story of a project that got done. This is how they did it. This is their good work. This is all the analysis they did.”
It’s also great if it can be transferred to somewhere else in the organization. I think about when we did work with Starwood. Starwood Hotel is they had basically 800 little businesses that were all not identical but pretty close. So, if they did a project that could improve the check-in cycle time, then hey, let’s share that. Let’s spread that. So the storyboard becomes a method of transferring innovation.
So establishing expectations upfront is very key. You want people to know what they’re getting into.
So establishing expectations upfront is very key. You want people to know what they’re getting into. Know you’ve got this much training. You’ve got to do a project. You’ve got to do it in 3 months, 4 months, what’s it going to be, and you’ve got to show measurable success or some dollar amounts. So, setting expectations is big.
Poll: Level of Expectations
We pulled our subscribers. We asked them, “What are you expecting of your team leads?” And this is what they came up with. The majority, the vast majority almost half the group said, “They “just got to complete a successful project.” Whereas other people said, “You know, just training, passing exam, that’s good,” right? And then it tailed off, but those are sort of the big vote-getters.
I would highly suggest going for that threshold of just completing a successful project because sometimes they’re reducing cycle time and that’s going to improve productivity. It’s going to improve customer satisfaction. It’s going to have ripple effects. You may not see a dollar saving right then, but it’s worth doing and it doesn’t — it gives a person a taste for doing a successful project without the pressure of hitting a dollar amount which sometimes there’s no way of knowing what you’re going to find. Once you start a project, it’s a discovery process. There might be lots of savings. There might not be. They don’t have always all that much control.
Develop a Timeline
Next up, you’ve got to develop a timeline. The question here is “What happens when?” right? When are you going to select the team leads? When are you going to select training projects? Or are they already selected? When — what’s the official launch date? You have 3-month projects, 4-month projects, 5 months, 6 months. How often are you going to have coaching? Where is that going to happen? In-between the modules? In-between the different phases of DMAIC? For those of you familiar, you’ve got Define, Measure, Analyze, Improve and Control.
And often, a good model is to insert coaching in between each of those modules. So, participants can complete the Define phase of their training and they can do it online or maybe it’s a classroom, and then they get some coaching and time to work on their projects. So now they’re applying it. They’re taking in what they learned and they’re applying it to their project.
So you’ll see on this sample rollout calendar, we’ve got staggered training and coaching and maybe they’ve got just Green Belt coaching and they are doing that online. Maybe they’re doing Green Belt and they’re adding the Black Belt, higher level stacks also in between their coaching. Up to you, right? That’s back to what were your expectations. Did you want to have Green Belts? Did you want to have lots of Green Belts and a few Black Belts? So thinking about that upfront. And this goes all the way to the end when you have a panel review, if you’re having that. But this rollout calendar is totally customizable. Just part of the rollout kit for bringing in training.
Next up, you’ve got to build support. Who are the project champions? How are you going to educate them to support team members? They don’t need the same rigor, the same level of training as your team leads, but they need some education. They need some education about their role in particular. How do they support process improvement projects? You know, their role is to break down barriers, help people get data, help people connect with upstream departments or areas that they don’t have control over. You know, make connections. These are leadership level roles. Often, people have these people take a 1-hour White Belt or the 8-hour Yellow Belt.
Their role is to break down barriers, help people get data, help people connect with upstream departments or areas that they don’t have control over.
You can have them also participate in hands-on simulations. What we have is FastPitch. There’s lots of other ones out there, but it’s a hands-on proof of concept. It’s 1 day. It takes people all the way through how to apply the tools intermittently on a simulated business process and then teach pieces in between. So people get real experience with the tools and how to make it happen. So you need to determine how you’re going to involve management and prepare them for their jobs as champions.
Conduct a Proof-of-Concept
Next up, you’ve got to decide “Is the organization ready for this? Are people skeptical?” And for that, you might need to run a proof of concept. I mentioned Starwood earlier. They did a proof of concept. They felt like the organization really needed to see, you know, it was so spread out, it was worldwide and we needed a project that people really all understood. They based it on check-in. Every property had a check-in process, so that was a very visible process. It was one that impacted customers. So they really wanted to understand could they improve check-in cycle time.
And that meant they were doing measurements, they were trying to understand what the customers really expected, and they had some unexpected discoveries. They were looking at just, you know, how long was okay to be online in terms of a customer expectation and they found that people had a lot of forgiveness and leeway as long as they saw that people were being helped. What they didn’t like is that people didn’t give them eye contact. If they were looking down and typing on computers or maybe exiting through that backdoor wherever that backdoor went, but that was a big discovery and it showed people not just the power of this process that you could actually reduce check-in time which they successfully did. But the discovery process really helped you understand what your processes look like in the eyes of the customer, which is invaluable, right? Because this is all focused on satisfying customer needs profitably.
So, you may or may not need this but it’s important to decide that upfront, and if you do need a proof of concept project, you’ve got to select something that is visible but manageable, right? This can’t be a, this isn’t about the far-end project, so it can’t be boil-the-ocean-curing-world-hunger. It can’t be so big and unwieldy that there’s a risk of failure. But they also have to mean something. This can’t be a slam dunk. There’s got to be some work to it. So, thinking through this is just a tool that helps you think through. Does this really satisfy the requirements for a proof of concept project?
You may or may not need this but it’s important to decide that upfront, and if you do need a proof of concept project, you’ve got to select something that is visible but manageable.
Okay, next up, select the candidates, and the question here is, “Hey, who would be good at this?” And, you’re looking at their business acumen, communication skills, and on a basic level, are they interested? You know, we joke around. We say some people get voluntold to get involved in process improvement and that’s not a great way to come into this. You really want to have people that say, “Hey, I’d like to learn these skills. I know that it can make me, it can increase my analytical skills, which are invaluable in the marketplace. I can get certified also, another credential put on my resume.”
So there’s a lot of great resume-building, skill-building aspects of this that a lot of people are incredibly interested in. These are skills that apply everywhere. Problem-solving is universal. Everyone is looking for problem-solvers. But you want to be very clear who’s good at this and there’s got to be some base level of computer literacy, things like that. So thinking through each candidate — do their strength outweigh their weakness? You may not get, you know, perfect across the board candidates but you want good, strong candidates and this is an assessment that helps look at who would be good.
And then once you get a list of candidates, then you can look at, “Well, how strong is the pool?” And this one is just basically using a visual. You’ve got the empty pie all the way to the full pie of, you know, people’s interest, their bandwidths. You may have some heavy hitters, some really strong candidates but they’re so in-demand they’ll never have time to work on projects. They’ll never have time for training. Don’t set those people up to fail. Choose people that have the bandwidth and have support.
Another thing, you don’t want people whose managers don’t really believe in this and can’t get behind it because they absolutely need the support of their managers in order to get time to do this, right? Part of the bandwidth comes from managers giving them bandwidths. Respect from peers. You’ll often be able to tell thought leaders around there. Everyone sort of looks to them already. Those are great candidates. Pull them in, see if they have an aptitude for analysis.
You’ll often be able to tell thought leaders around there. Everyone sort of looks to them already. Those are great candidates. Pull them in, see if they have an aptitude for analysis.
So, a great way to look at the pool — and you may start with a small team. You may not feel like you really have enough right away that are strong. So start with a smaller team. Go with a stronger team. Smaller team first and then as people hear about it and their success, you’re going to get more candidates bubbling up.
Poll: What kind of a candidate pool do you have?
So we put a pool out to our group and we said, “What kind of a candidate pool do you have?” And this is what we heard. The biggest 40% of our subscribers said, “We’ve got a lot of people waiting to be trained.” And then the next biggest category was, “Hey, it’s just me, so just looking to train myself,” and obviously these people—anyone on this call has the interest, but it’s good to look at, well, who do you have as potentials and what makes people a good potential.
And I’ve seen groups — I’ve worked with one client who really pushed for everyone to be Black Belt trained right off the bat. And they’ve scaled it back. They realized, “You know what, a portion of these candidates should be Black Belt.” But honestly, getting the majority to Green Belt is really good enough and that’s a good level for this group. Pushing them all to be Black Belt was a stretch and not as productive. So think through, you know, what kind of pool, what can you do.
Choose Good Projects
Alright. Next up, your question is, “How do we pick the right things to work on?” Now, you may already have a list of projects, but you should still vet them and we’ve got a whole other webinar. You’ll notice here the date was back in January. We’ve even updated this webinar, so it’s sitting — again, you can access all our old webinars on our website. So this one is available to you. It’s free, but it really walks you through complete from beginning to end how do you select good projects. So really looking at starting with the mission of the company, what are you trying to do? What’s the strategy? And what are the goals of the company? And given those, where are we having gaps? In what processes, what core processes do we see potential for improvement? Where are those gaps? And where do we need to focus our attention?
So looking at this webinar, we’ll take you from that pool of projects to then vetting them with do we have a sponsor for this project? Do we have a realistic project in terms of scope? Is this boil the ocean? Or, on the flip side, is this a just do it? You know, sometimes we get projects submitted by champions, managers saying, “Well, if you’re going to go through that training, why don’t you just get this new software installed, right? We’ve been waiting on it. It’s not done. You’re going to training. You might as well just kill two birds with one stone.
But installing software is implementation and it does not lend itself to process improvement. So, let’s look for a second at the different project types and this is also part of that selection webinar. And the selection webinar also takes you through a tool, the project selection tool which is again free. You can download it off the webinar and that walks you through vetting a single project, right? Based on the goals of the company, based on the support for the project, the size, where does it land in terms of how hard it would be and how high in impact it would have.
And this is just a reflection on the different project types. You have the quick wins. You’ve got process improvement which is what we want. Sometimes people will submit things that are process design or process redesign which means either there’s no process in existence right now or the one in existence is so broken, we’ve got to rebuild it from scratch. Also not a good choice for beginning process improvement training projects. You want to stick to incremental reduction, possibilities with defects, cycle time, cost. Presenting issue has an unknown cost. Solutions are not predetermined and these are called DMAIC or Lean or Plan, Do, Check, Act projects.
Also on the far right, you’ve got infrastructure implementation and that just means people want to start measuring, right? How often are they dropping off when they’re completing an application on the website? Good measurement to have but in itself implementing that measurement is not a process improvement project. So, keeping an eye out for types of projects and what would be good to work on, meaningful and manageable.
Prepare the Candidates
Okay. Now, you’ve got to prep the candidates. Yellow Belt makes a great pre-work. It’s 8 hours, online. It’s free. If you don’t want to have them take an exam to get certified, it’s free training. It’s great. It sets them up for either the Green Belts and then Green Belt also sets them up for Black Belt. You could also do White Belt. That’s the 1 hour. You’ve also got the FastPitch, the simulation. You’ve got a lot of options, a lot of free options for setting them up with pre-work.
Train the Candidates
Training. Again, Green Belt, Black Belt, whether it’s online, on site, you’ve got to decide exactly how that looks. Some people do it all at once. They want to have it just — get the training out of the way and then do the project. We see a lot more success when people do just-in-time training that they do the Define phase of DMAIC and then they do their charter, do their process map, work with the voice of the customer before they go on to do the Measure phase training. So training, application training, application. So that’s a nice successful model.
We see a lot more success when people do just-in-time training that they do the Define phase of DMAIC and then they do their charter, do their process map, work with the voice of the customer before they go on to do the Measure phase training.
We’ve talked about the FastPitch simulation. This one is a great one for building awareness in the organization. I’ve seen this rolled out top to bottom. It doesn’t matter what level. I’ve seen it senior level all the way to front line. It’s hugely engaging. You can have people interact with different groups in this. This can be huge. They can be double simulations, triple, quads. You can get a lot of competition with these. But basically that’s a proof of concept. They have rounds of process, doing a mock process interspersed with basic Lean Six Sigma training. They built project charters, get voice of the customer, creating process maps, do value-added analysis, data displays. So, a lot of people just learn by doing as opposed to lecture. So, this is a great option.
Mentor & Coach
Next up, you’ve got to ask “What does mentoring look like?” People are brand new at this. They’re going to need guidance. They need mentoring. They need coaching. So, is there guidance and coaching available internally? Or, do you need to bring some mentoring and coaching from outside? You want to think about this as part of your plan. You want to get this ready, get this in placed so that people are not stranded with their projects. They need to have some kind of guidance and you’ve got to build that or bring it in. And as people train and do their projects, they’ll become the coaches. They’ll become mentors. But if you’re just starting, you’ve got to make sure you’ve got that covered.
Are There Coaches?
So are there coaches? We pulled our subscriber base and we asked them “What kind of a candidate”—oops, that’s the wrong one. “Are there coaches?” The main answer from people was they had internal coaches and they were going to meet regularly with candidates. So, most of our groups were ready for that. But think about that. It’s an important thing to have sort of set up before you launch your training.
Alright, next up, certifying candidates. And the question here is “How do we know that the training stuck?” So how do you verify that people are now bonafide Green Belts? Bonafide Black Belts? And you’ve got questions — you’ve got options in terms of the spectrum, and we talked about this — or I mentioned this earlier. You could be informal about this, but a lot of people go for formality upfront because they need legitimacy. They also need momentum. They need people to finish their projects, produce these storyboards. You’ve seen an example of a storyboard in front of you from our classic case study, The Bahama Bistro.
But once people sort of have to present, they also have to practice presentation skills because they’re presenting to leadership once they finish their projects. But this helps you build momentum. It helps you get the word out. It helps you show basically a lot of proof of concepts. You’ve got a lot of people finishing their projects. You get the word out and this is a nice option and the program will become more robust over time. It’s less of an issue, but I would say people have a lot of success with getting more formal upfront.
Next step is sharing success. How do we let others know what works? And what you got here is a photo of something called a gallery walk and this is a really lovely thing to do and you can do this all on your own and I would suggest it no matter how you run your training. But at some point, get these teams, get these certified Green Belts, certified Black Belts together, specify a place and a time and have basically an expo. You have people standing next to their project and you can see these people did a lot of nice work, setting up and displaying their work, showing their project journey, highlighting their data, highlighting how they improved their process.
And colleagues and leadership come to this show and they ask questions of the different teams, “How did you do what you did?” It’s incredible for a generation of pride. It’s incredible for getting the word out. It’s really powerful for momentum. This is a great, great option. So, gallery walks, I would highly suggest. You’ve also got other options in terms of internal newsletters, things like that, but you definitely want to get the word out. The way I tell people, “You’re in marketing now. You’ve got to market the program. You’ve got to get the word out.”
You’re in marketing now. You’ve got to market the program. You’ve got to get the word out.
Sustain the Gains
And then you come to sustaining the gains, and that means you’ve got to have a steady pipeline of opportunities. Here’s the opportunity pipeline, just an example of projects that come in, that can be vetted and then worked on. You’re constantly doing triage. What’s the next project that we should be doing based on our strategic goals as a company, our mission? You’ve also got options like Suggestion Ox. That lets your employees anonymously submit project ideas. We always promote the idea fix what bugs you, so people have endless ideas of things that need to be fixed. So, open that channel. Leadership has a lot of ideas that ought to be fixed but listen to your people too. Employees have great ideas.
So, top down, bottom up, keep that pipeline full. Make sure you have like different avenues. And also, allow people to stay current. We have an ongoing series of webinars. We’ve also got podcasts that highlight thought leaders in the industry, the latest apps, the latest books. We’ve got blogs on every topic. We do deep dives on the tools of Lean Six Sigma. People want to know more about risk management, FMEA. We do a deep dive. And then there’s discussion groups. So it’s really easy to stay engaged. There’s lots of free material out there, easy to sustain the gains.
Follow the Roadmap
So, looking back, Step 1: Establish your core groups. Step 2: Determine what are the parameters for certification — exam, successful project, panel review. Develop a timeline. What happens when? What is your rollout calendar? Step 4: Educate your champions, develop project opportunities. Step 5: Conduct a proof-of-concept project if needed. Not everyone needs to do this. Decide for yourself. Select your candidates. Make sure you’ve got people that are interested, have the bandwidth and have some analytic ability. Select and approve projects. You may already have project ideas coming in, vet them. Make sure these are meaningful and manageable.
Next step, require candidates to do pre-work. Get them prepared. Conduct the training online, on site, blended. Step 10: General awareness training. Make sure the rest of the organization knows what’s coming. What the heck is Lean Six Sigma? Let them know. Give them some sense of what’s happening around them and how they can contribute. Coaching. Don’t let these people loose in the wild. Give them guidance. Give them the mentoring they need. Review the projects and certify. Make sure the training stuck. Make sure people understand what they were meant to do, how storyboards should flow, how projects should show success. And then celebrate. Make sure you share what’s happened, what people have done, get the word out. And sustain the gains. It’s a constant cycle of improvement and this pursuit of perfection is never done. So that’s your roadmap.
Success tips: Follow the roadmap but adapt it. Make stuff work for you. There’s lots of ways to go as I’m sure you guys are aware. Give people support and the time they need. The worst thing I’ve seen is people have been given the chance to get the training, given a great project to tackle and given no time to do it. It’s so frustrating. It’s dispiriting. So give people the time they need. Give them the bandwidth. Let them conduct projects on processes they know. This is important on both — on all fronts.
The worst thing I’ve seen is people have been given the chance to get the training, given a great project to tackle and given no time to do it.
Let people work on something they already work in, they know. Better chance of success. If you ask them to fix someone else’s project, you’re going to put them in a position of working on something they don’t know and you’re going to put the other process participants in the position of being fixed and no one likes to have process improvement done to them. But make sure you let people work on processes they know. Ensure projects are meaningful but manageable, so limit the scope to start. People just limit the scope to start.
And spread the good word. As I said, you are in marketing now, so constantly let people know how this has worked, what’s worked, how it worked.
Today We Covered
So today we covered what’s a training rollout. It depends. The challenges of a training rollout. The roadmap to help you have a successful rollout and a few success tips for you guys to work on.
So, questions, we have all questions are answered and posted along with this webinar on the website.
You’ve got lots of training out there. You’ve got Yellow Belt is always free. You can access that anytime, but you’ve got Green Belt. You’ve got Black Belt. You’ve got Lean only. You’ve got a lot of options for training.
Upcoming webinar. This is a great one if this was interesting to you. The next one up is Tracy is going to take on creating a strategic plan for a Lean Six Sigma program office. So that’s a deep dive on that core leadership group I mentioned in the step 1 of your roadmap, right? So this is — another word is caution planning. So, this is a great one that’s coming up on December 15.
Just-In-Time Podcast, we have monthly podcasts. The one that’s out now is a great one. It’s really fun. This is a family. The wife — it has a background in process management, but her sons, her nephew, her husband all got involved in building and launching a brewing company and they collaborated and brought a lot of Lean Six Sigma into the process and did some very ground-breaking fun things like created a tap room just for doggies. Don’t worry, they just get water. But, I just love the fact that they have a tap room for dogs. That’s a really fun one. That podcast once again like the rest of them have lots of great Lean Six Sigma in the news, apps, books, all kinds of fun tips and tricks in the Lean Six Sigma world.
Thank You For Joining Us
And remember the questions are online, and thank you so much for joining us. Thanks for downloading our webinar. Please join us again for our next one and have a great day everybody. Bye-bye!