ETM5943LeanSigmaImplementation Assignment5

Lean sigma was implemented 3 years ago and had strong support from the CEO and executive management team. Training was initiated first with executive management and then with the persons who were identified as champions. Next the Master Black belts were trained, one from each major business unit. Green and Black Belt training was started aggressively and several very successful and high-profile projects were completed. MBBs and BBs were full-time and green belts were expected to actively participate in projects. Black belts and Green Belts who were assigned to training were expected to select a project and have it defined prior to class. Key metrics for tracking Lean Sigma progress are hard savings, number of people trained, and number of projects completed. 3 years later . . . . The company has documented hard savings of approximately $500 Million and is considered successful in their industry. Manufacturing fully embraced the lean sigma initiative and committed several full time people to all levels of training. IT fully embraced lean sigma and committed resources. They also developed their own custom training to augment the black belt and green belt and focus on some of the unique challenges facing their business. Many of the other non-manufacturing areas did not commit significant resources, especially HR and Sales & Marketing. Manufacturing Engineering agreed to commit engineers to project teams to provide the needed subject matter expertise. When the engineers began complaining that they were being called to serve on several teams and a great portion of their time was being spent in this activity to the detriment of product development, management backed off on this commitment. Several of the engineers were pulled from teams and replaced with less experienced people, or not replaced at all. Design Engineering management felt they were under a lot of pressure to design and develop products to a very aggressive schedule. Although they committed some resources they were never fully convinced that lean sigma applied to engineering. A few engineers attended design for six sigma (DFSS) training delivered by an outside consultant but complained that it was very statistics-oriented and they never saw the connection with their day-to-day work. Many of the belt candidates were coming to class with no project or a poorly defined one, with the exception of IT and manufacturing. Many of them did not know who their Champion or MBB were and seemed to get pulled from class by their management frequently to attend meetings or work critical issues. Page1

ETM5943LeanSigmaImplementation Assignment5
Master Black Belts are assigned to mentor the Black and Green Belts through their projects beginning with the training project. They are also leading large cross-functional project teams that are looking at revamping major portions of the company infrastructure. MBBs are also the key trainers for all of the belt classes. Applying lean management principles is beginning to expose problems in traditional business systems, which s threatening to middle managers in the problem areas. Also, after 3 years there is little recognition for the fire preventer only the fire fighter. A couple of new middle managers have been hired who have had bad experiences in previous companies with Lean Sigma. Overall interest and support is rapidly dropping Lean Sigma is headed by a VP who reports to a Senior VP who reports to the Chief Operating Officer (an EVP position). The VP is dedicated full time to Lean Sigma and has been in the position since the beginning. OtherKeyMetrics:

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ETM5943LeanSigmaImplementation Assignment5 Yourassignment:

Followingthemethodsandtechniquespresentedinclass,developastrategyandplan,includinga roadmaptosustainLeanSigma.Youdonotneedtosolvetheproblem,butrather,presentaplan. Chapters5and6inLeadingSixSigma,SneeandHoerl,shouldprovideaframeworkforyourplan.You mayuseotherreferencesandresearch,includingtheothertextsandinternet,butbesuretogiveproper citations. Theroadmapisalistingofthetoolsandmethodsyouareproposingtouse,similartotheroadmaps presentedinChapter3ofLeanSigma:APractionersGuidebyWedgwood.Youmayusewhateverformat youwishtopresenttheroadmapincludingaprojectplan. Finalpapershouldbeaminimumof4pageswrittenandanyillustrations,diagrams,roadmapetc.,willbe inaddition. Thereisnospecificrightanswer.Youwillbegradedbasedonpresentingaclearandthoroughplan, backingitup,andusingthematerialspresentedinclassandinthetexts. PaperisdueMondayApril19. ETM 5943 Assignment 4 Grading Rubric
pts The introduction (briefly) defines the subject (who?what?where?when?) and topics(s) to be discussed in the paper. All the body paragraphs have clear and strong topic sentences that relate directly to the topic of the essay and help support the thesis statement. The conclusion makes a connection to a broader theme or related topic that is relevant and reinforces the importance of the essay. Strategy is clearly presesented using topics covered in class Plan is reasonable and covers all aspects of the problem and all organizations affected by lean sigma. Plan contains a Roadmap. Illustrations, diagrams are included and support the content The essay is well written and the writer has used vivid and descriptive vocabulary. The writers arguments are relevant, reasonable, and persuasive. "Wow" factor 10 10 10 15 15 10 15 10 5 100

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