COURSE OUTLINE

I. ORGANIZATION-
WIDE PLANNING A Organization-wide
AND considerations
DEPLOYMENT B Leadership
(12 QUESTIONS)

1
LEARNING OBJECTIVES
❖ 1A. Organization-wide considerations
❖ Fundamentals of Six Sigma and Lean
❖ Define the value and goals of Six Sigma and Lean.
❖ Explain their integration and complementary relationship.
❖ Understand an organization’s Lean Six Sigma maturity model.
❖ Six Sigma, Lean, and Continuous Improvement
❖ Determine when to use Six Sigma over other approaches.
❖ Align Six Sigma objectives with organizational goals.
❖ Apply screening criteria for selecting projects and initiatives.
❖ Business Systems and Processes
❖ Describe relationships among business systems, processes, and stakeholders.
❖ Assess the impact on business systems.
❖ Strategic Planning and Deployment
❖ Define the importance of strategic planning for initiatives.
❖ Use SWOT analysis, contingency planning, and business continuity planning.

1. Organization-wide Planning and Deployment 2

LEARNING OBJECTIVES
❖ 1B. Leadership
❖ Roles and Responsibilities
❖ Define roles of leadership and belts in Six Sigma and Lean.
❖ Understand the importance of coaching and financial support.
❖ Describe how leadership influences project deployment and communication.
❖ Organizational Barriers
❖ Describe the impact of structure and culture on projects.
❖ Identify common causes of Six Sigma failures.
❖ Change Management
❖ Apply change management techniques to overcome barriers and drive change.

1. Organization-wide Planning and Deployment 3

SIX SIGMA AND LEAN
❖ Six Sigma
❖ Six Sigma is a data-driven methodology aimed at reducing defects and variation in
processes.
❖ It focuses on improving quality by identifying and eliminating causes of defects.
❖ Goals of Six Sigma
❖ Reduce process variation and defects.
❖ Improve process efficiency and effectiveness.
❖ Enhance customer satisfaction by delivering consistent, high-quality products and services.

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DMAIC PROCESS OVERVIEW
❖ Define: Identify the problem, set goals, and
outline the project scope.
❖ Measure: Collect data and determine the
current performance level.
❖ Analyze: Examine data to identify root
causes of defects and issues.
❖ Improve: Develop and implement solutions to
address root causes.
❖ Control: Monitor the improved process to
ensure consistent performance.

1. Org.-wide Planning and Deployment > 1A Org.-wide Considerations > 1A1 Fundamentals of Six Sigma and Lean 5
SIX SIGMA AND LEAN
❖ Lean
❖ Lean methodology focuses on eliminating waste and optimizing processes.
❖ It emphasizes creating value for the customer with fewer resources.
❖ Goals of Lean
❖ Eliminate non-value-added activities and waste.
❖ Streamline processes to increase efficiency.
❖ Improve flow and reduce lead times.

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FIVE KEY LEAN PRINCIPLES
1. Identify 2. Map the 3. Create 4. Pull 5. Seek
Value Value Flow Perfection
Stream

Specify what Identify all the Make the value Make only what is Strive for perfection by
creates value from steps along the process flow needed by the continually attempting
the customer’s process chain customer to produce exactly
perspective. what the customer
wants
1. Org.-wide Planning and Deployment > 1A Org.-wide Considerations > 1A1 Fundamentals of Six Sigma and Lean 7
INTEGRATION OF SIX SIGMA AND LEAN
❖ Complementary Relationship
❖ Six Sigma provides a structured problem-solving approach using statistical tools.
❖ Lean focuses on process optimization and waste reduction.
❖ Together, they enhance overall process performance and efficiency.
❖ Integration Benefits
❖ Combining Six Sigma and Lean leads to more robust process improvements.
❖ Enhanced ability to achieve sustainable and significant results.
❖ Provides a comprehensive approach to quality and process management.

1. Org.-wide Planning and Deployment > 1A Org.-wide Considerations > 1A1 Fundamentals of Six Sigma and Lean 8
VALUE OF SIX SIGMA AND LEAN
❖ Value to Organizations
❖ Improved process performance and product quality.
❖ Enhanced customer satisfaction and loyalty.
❖ Increased efficiency and reduced costs.
❖ Strategic Advantages
❖ Strengthened competitive position.
❖ Support for a continuous improvement culture.
❖ Data-driven insights for better decision making.

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LEAN SIX SIGMA MATURITY MODEL
❖ Maturity Model Overview
❖ A framework to assess an organization’s adoption and implementation of Lean Six Sigma.
❖ This model provides a roadmap for organizations to follow, from initial launch to full cultural
transformation.
❖ Helps in identifying strengths and areas for improvement.

❖ Importance of Maturity Model

❖ Assists in strategic planning and deployment of Lean Six Sigma initiatives.
❖ Provides a roadmap for continuous improvement and organizational development.

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LEAN SIX SIGMA MATURITY MODEL
❖ Levels of Maturity
❖ Phase 1: Launch
❖ Leadership buy-in and introduction of Lean Six Sigma concepts.
❖ Basic training and initial project identification.
❖ Phase 2: Early Success
❖ Initial projects demonstrate early wins.
❖ Showcases tangible results and builds credibility.
❖ Phase 3: Scale and Replication
❖ Expansion of projects across departments.
❖ Replication of best practices.
❖ Phase 4: Institutionalization
❖ Lean Six Sigma becomes a standard part of processes.
❖ Formalized methodologies and integrated planning.
❖ Phase 5: Culture Transformation
❖ Principles ingrained in organizational culture.
❖ Continuous improvement mindset and sustained innovation.

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LEVEL 1 - LAUNCH
❖ The initiation phase where Lean Six Sigma concepts are introduced to the
organization.
❖ Key Activities
❖ Basic training for key personnel.
❖ Identification of initial projects.
❖ Securing leadership buy-in and support.
❖ Focus
❖ Building awareness of Lean Six Sigma principles.
❖ Generating initial momentum and enthusiasm.

1. Org.-wide Planning and Deployment > 1A Org.-wide Considerations > 1A1 Fundamentals of Six Sigma and Lean 12
LEVEL 2 – EARLY SUCCESS
❖ Phase where initial projects are completed, demonstrating early wins and
tangible results.
❖ Key Activities
❖ Execution of first set of projects.
❖ Showcasing successful outcomes and benefits.
❖ Building credibility and confidence in Lean Six Sigma.
❖ Focus
❖ Achieving quick wins to validate the approach.
❖ Encouraging wider participation and buy-in.

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LEVEL 3 – SCALE AND REPLICATION
❖ Expansion of Lean Six Sigma projects across different departments and areas.
❖ Key Activities
❖ Scaling successful projects to new areas.
❖ Replicating best practices organization-wide.
❖ Increasing training and development efforts.
❖ Focus
❖ Broadening the impact of Lean Six Sigma.
❖ Ensuring consistency in application and methodology.

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LEVEL 4 - INSTITUTIONALIZATION
❖ Lean Six Sigma becomes a standard part of business processes and
operations.
❖ Key Activities
❖ Formalizing Lean Six Sigma methodologies and processes.
❖ Integrating Lean Six Sigma into business planning.
❖ Creating dedicated roles and responsibilities for Lean Six Sigma.
❖ Focus
❖ Embedding Lean Six Sigma into the organizational structure.
❖ Ensuring long-term sustainability and integration.

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LEVEL 5 – CULTURE TRANSFORMATION
❖ Lean Six Sigma principles are deeply ingrained in the organizational culture.
❖ Key Activities
❖ Fostering a continuous improvement mindset.
❖ Leadership driving Lean Six Sigma initiatives.
❖ Sustaining innovation and ongoing improvements.
❖ Focus
❖ Achieving a cultural shift where Lean Six Sigma is a core organizational value.
❖ Maintaining high levels of engagement and commitment to continuous improvement.

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VARIOUS IMPROVEMENT METHODOLOGIES
❖ Lean
❖ Focuses on eliminating waste and optimizing processes.
❖ Six Sigma
❖ Data-driven approach to reducing defects and process variation.
❖ PDCA (Plan-Do-Check-Act)
❖ Simple cycle for continuous improvement.
❖ Kaizen
❖ Ongoing, incremental improvements involving all employees.

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WHEN TO USE SIX SIGMA?
❖ Complex Problem Solving
❖ Six Sigma is ideal for complex problems where root causes are not easily identifiable.
❖ It employs statistical tools and techniques for in-depth analysis.
❖ Reducing Variation
❖ Best suited for processes with significant variability affecting quality.
❖ Focuses on reducing defects and enhancing process consistency.
❖ Data-Driven Decisions
❖ Utilizes data collection and analysis for making informed decisions.
❖ Suitable for environments where data is readily available and reliable.
❖ Significant Impact
❖ Prioritize projects that align with strategic goals and deliver measurable benefits.

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INTERNAL SOURCES FOR SIX SIGMA PROJECTS
❖ Voice of Process (VOP)
❖ Defects and Reworks
❖ Focus on processes with high defect rates and rework issues.
❖ Delays and Wastes
❖ Target areas with significant delays and waste in the process flow.

❖ Voice of Employee (VOE)

❖ Employee Concerns and Ideas
❖ Consider feedback and improvement suggestions from employees.

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EXTERNAL SOURCES FOR SIX SIGMA PROJECTS
❖ Voice of Customer (VOC)
❖ Customer Needs
❖ Identify gaps where current performance falls short of customer expectations.
❖ Recognize new and evolving customer needs that require attention.

❖ Voice of Market (VOM)

❖ Market Trends
❖ Stay updated with market trends and adapt strategies accordingly.
❖ Competitive Position
❖ Identify areas where competitors are outperforming the organization.

❖ Voice of Competitors (VOC)

❖ Competitive Analysis
❖ Analyze competitors' strengths and determine areas for improvement.

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 CATEGORIES OF IMPROVEMENT PROJECTS
❖ Sweet Fruit
❖ Design for Repeatability
❖ Projects that focus on making processes repeatable and reliable.
❖ Bulk of Fruit
❖ Process Characterization and Optimization
❖ Projects aimed at understanding and optimizing current processes.
❖ Low Hanging Fruit
❖ Seven Basic Tools
❖ Projects that utilize basic quality tools for quick improvements.
❖ Ground Fruit
❖ Logic and Intuition
❖ Simple projects that can be solved through logical problem-solving and intuition.

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SIX SIGMA PROJECT SELECTION CRITERIA
❖ Performance Gap
❖ Significant gap between current and desired performance levels.

❖ Unclear Causes
❖ The root causes of the problem are not well understood.

❖ No pre-determined Solutions
❖ The optimal solution is not apparent and needs to be discovered through analysis.

1. Org.-wide Planning and Deployment > 1A Org.-wide Considerations > 1A2 Continuous Improvement Methodologies 22
ALIGNING SIX SIGMA OBJECTIVES WITH
ORGANIZATIONAL GOALS
❖ Ensures that Six Sigma projects support the broader organizational vision.
❖ Align process improvements with business priorities and strategic objectives.
❖ Ensure Six Sigma projects are included in strategic plans, budgets, and resource
allocation.
❖ Establish specific, measurable, achievable, relevant, and time-bound (SMART)
objectives for Six Sigma projects.
❖ Identify all relevant stakeholders, including executives, managers, employees,
and customers. Understand their needs, expectations, and concerns regarding
Six Sigma initiatives.

1. Org.-wide Planning and Deployment > 1A Org.-wide Considerations > 1A2 Continuous Improvement Methodologies 23
SOME OTHER FACTORS AFFECTING SELECTION
❖ Potential Impact
❖ Focus on projects that offer significant cost savings, revenue enhancement, or efficiency
improvements.
❖ Data Availability
❖ Projects should have clear metrics for measuring success.
❖ Feasibility
❖ Evaluate the complexity of the project and the organization’s capability to execute it.
❖ Stakeholder Support
❖ Projects with strong support are more likely to succeed.
❖ ROI and Intangibles
❖ In addition to ROI, consider intangible benefits such as customer satisfaction, employee
engagement, and brand reputation.
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OVERVIEW OF BUSINESS SYSTEMS AND PROCESSES
❖ Business Systems
❖ Integrated sets of components or functions designed to achieve specific business goals.
❖ Include processes, technologies, people, and information.

❖ Business Processes
❖ Structured activities or tasks that produce a specific service or product for customers.
❖ Encompass end-to-end workflows across various departments.

❖ Business systems are a series of connected processes.

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OVERVIEW OF BUSINESS SYSTEMS AND PROCESSES
Examples
❖ Customer Relationship Management (CRM) System
❖ Processes: Sales tracking, customer support, and follow-up.
❖ Impact: Enhances customer satisfaction and sales efficiency.
❖ Enterprise Resource Planning (ERP) System
❖ Processes: Inventory management, order processing, and financial reporting.
❖ Impact: Improves resource allocation, reduces waste, and enhances decision-making.
❖ Supply Chain Management (SCM) System
❖ Processes: Procurement, logistics, and supplier management.
❖ Impact: Streamlines supply chain operations, reduces costs, and improves delivery times.

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INTERACTIVE RELATIONSHIPS AMONG BUSINESS
SYSTEMS
❖ Systems Interdependence
❖ Business systems are interconnected and interdependent.
❖ Changes in one system can impact other systems.

❖ Holistic View
❖ Understanding the entire system helps in identifying synergies and potential conflicts.
❖ Promotes integrated and coordinated improvements.
❖ Optimizing individual systems or processes without considering their relationships can lead to
suboptimal outcomes.

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STAKEHOLDER ANALYSIS
❖ A systematic process of identifying and evaluating the interests, influence, and
impact of individuals and groups on a project or organization.
❖ Aims to understand the perspectives and priorities of stakeholders to manage
their expectations and involvement effectively.

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TYPES OF STAKEHOLDERS
❖ Internal Stakeholders
❖ Employees, managers, and internal departments directly involved in or affected by the
project.
❖ Their roles and responsibilities impact the project's success and execution.

❖ External Stakeholders
❖ Customers, suppliers, regulators, partners, and the community.
❖ Their needs and expectations influence project outcomes and organizational goals.

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STAKEHOLDER ANALYSIS MATRIX

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STAKEHOLDER ANALYSIS MATRIX
❖ High Power, High Interest (Key Players)
❖ Manage closely and involve in decision-making.
❖ Examples: Company management, board members, major investors.
❖ High Power, Low Interest (Latents)
❖ Keep satisfied to ensure they do not become obstacles.
❖ Examples: Regulatory authorities, senior advisors, strategic partners.
❖ Low Power, High Interest (Defenders)
❖ Keep informed and consult regularly.
❖ Examples: Key customers.
❖ Low Power, Low Interest (Apathetics)
❖ Monitor with minimal effort.
❖ Examples: General public, minor stakeholders, non-critical suppliers.
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STRATEGIC PLANNING AND DEPLOYMENT FOR
INITIATIVES
❖ Definition of Strategy
❖ A plan of action designed to achieve long-term or overall goals.
❖ Involves setting objectives, determining actions/strategies to achieve the goals, and mobilizing
resources to execute the actions.

❖ Importance of Strategy
❖ Provides direction and focus for the organization.
❖ Aligns resources and efforts towards common goals.
❖ Enhances decision-making and prioritization.

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STRATEGIC PLANNING AND DEPLOYMENT FOR
INITIATIVES
VMOSA Model: A practical planning process that helps organizations develop a
clear vision and mission, set objectives, devise strategies, and outline action plans.
Components of VMOSA
❖ Vision: The desired future state of the organization or initiative.
❖ Mission: The purpose of the organization or initiative.
❖ Objectives: Specific, measurable goals to be achieved.
❖ Strategies: Broad approaches to achieve the objectives.
❖ Action Plans: Detailed steps to implement the strategies.

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STRATEGIC PLANNING AND SIX SIGMA
❖ Identification of Projects
❖ Systematically identify Six Sigma and Lean projects that align with strategic goals.
❖ Prioritize projects based on potential impact and feasibility.
❖ Return on Investment (ROI)
❖ Assess the financial benefits of projects.
❖ Consider both tangible (cost savings, revenue increase) and intangible (customer satisfaction,
brand reputation) outcomes.
❖ Measured Intangibles
❖ Evaluate the impact on customer satisfaction, employee engagement, and operational
efficiency.
❖ Incorporate these intangibles into project selection and prioritization.

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SWOT ANALYSIS
❖ A strategic planning tool used to identify and analyze an organization's
internal strengths and weaknesses, as well as external opportunities and
threats.
Components of SWOT Analysis
❖ Strengths: Internal attributes that support achieving objectives.
❖ Weaknesses: Internal attributes that hinder achieving objectives.
❖ Opportunities: External factors that the organization can exploit to its
advantage.
❖ Threats: External factors that could cause trouble for the organization.

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SWOT ANALYSIS

1A2. s 36
CONTINGENCY PLANNING
❖ A proactive approach to prepare for unexpected events or disruptions.
❖ Ensures the organization can respond effectively to crises and emergencies.
Components of Contingency Planning
❖ Risk Assessment
❖ Identify potential risks and their impacts.
❖ Developing Contingency Plans
❖ Create action plans for different scenarios.
❖ Communication Plan
❖ Establish clear communication protocols for stakeholders.
❖ Training and Drills
❖ Conduct regular training and simulation exercises.
1. Org.-wide Planning and Deployment > 1A Org.-wide Considerations > 1A3 Strategic Planning and Initiatives Deployment 37
BUSINESS CONTINUITY PLANNING
❖ A process to ensure critical business functions continue during and after a
disruption.
Components of Business Continuity Planning
❖ Business Impact Analysis
❖ Identify critical business functions and the impact of disruptions.
❖ Recovery Strategies
❖ Develop strategies to recover and maintain critical operations.
❖ Plan Development
❖ Document detailed procedures and responsibilities.
❖ Testing and Maintenance
❖ Regularly test and update the business continuity plan.

1. Org.-wide Planning and Deployment > 1A Org.-wide Considerations > 1A3 Strategic Planning and Initiatives Deployment 38
CONTINGENCY PLANNING VS. BCP
Aspect Contingency Planning Business Continuity Planning
A plan for responding to specific A process for ensuring ongoing operations during
Definition
unexpected events and after disruptions
Continuity of overall business functions and
Focus Immediate response to specific scenarios
processes
Scope Specific risks and events Broad scope covering all critical business functions
Supplier bankruptcy, currency Pandemics, long-term power outages, major
Examples
fluctuation, labor market shortages infrastructure failure
Minimize immediate impact of specific Ensure long-term operational resilience and
Goal
disruptions stability

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 COURSE OUTLINE

I. ORGANIZATION-
WIDE PLANNING A Organization-wide
AND considerations
DEPLOYMENT B Leadership
(12 QUESTIONS)

40
ROLES AND RESPONSIBILITIES
❖ Levels of Mastery (Belts)
❖ Six Sigma uses a belt system similar to martial arts to signify levels of mastery and expertise.
❖ Each belt level represents a specific role and responsibilities within the Six Sigma
methodology.
❖ The progression through belt levels involves increasing knowledge, skills, and responsibilities.
❖ Provides a clear framework for training and development.
❖ Facilitates career growth and recognition within the field of process improvement.
❖ Key Belt Levels
❖ White Belt: Basic awareness of Six Sigma principles.
❖ Yellow Belt: Participation in project teams with foundational knowledge.
❖ Green Belt: Leads smaller projects and supports larger initiatives.
❖ Black Belt: Leads complex projects and mentors others.
❖ Master Black Belt: Oversees strategic deployment and advanced training.
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ROLES AND RESPONSIBILITIES
Master
Black Belt

Black
Belts

Green Belts

Yellow Belts

Team members

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MASTER BLACK BELT
❖ Roles and Responsibilities
❖ Provide expert-level guidance and support to Black Belts and Green Belts.
❖ Lead the strategic deployment of Six Sigma across the organization.
❖ Develop and maintain Six Sigma training programs.
❖ Key Activities
❖ Mentor and coach project teams.
❖ Ensure alignment of Six Sigma projects with organizational goals.
❖ Monitor and review project progress and outcomes.

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BLACK BELT
❖ Roles and Responsibilities
❖ Lead complex Six Sigma projects and manage project teams.
❖ Apply advanced Six Sigma tools and techniques to solve critical business problems.
❖ Train and mentor Green Belts.
❖ Key Activities
❖ Identify and define project scopes and objectives.
❖ Analyze data to identify root causes of issues.
❖ Implement process improvements and monitor results.

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GREEN BELT
❖ Roles and Responsibilities
❖ Lead smaller-scale Six Sigma projects within their departments.
❖ Assist Black Belts with data collection and analysis.
❖ Apply basic Six Sigma tools and techniques.
❖ Key Activities
❖ Conduct process analysis and improvement activities.
❖ Participate in Six Sigma training and development.
❖ Support project documentation and reporting.

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YELLOW BELT
❖ Roles and Responsibilities
❖ Participate as project team members on Six Sigma projects.
❖ Understand basic Six Sigma concepts and methodologies.
❖ Support data collection and process mapping.
❖ Key Activities
❖ Assist in identifying process improvement opportunities.
❖ Provide input and feedback during project phases.
❖ Engage in continuous improvement initiatives.

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WHITE BELT
❖ Roles and Responsibilities
❖ Gain awareness of Six Sigma principles and vocabulary.
❖ Support Six Sigma projects by providing local process knowledge.
❖ Advocate for Six Sigma initiatives within their work area.
❖ Key Activities
❖ Participate in basic Six Sigma training sessions.
❖ Identify potential project opportunities within their teams.
❖ Assist in implementing simple process improvements.

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COACHING IN SIX SIGMA PROJECTS
❖ Coaching Multidiscipline Teams by SSBB and SSMBB
❖ Facilitate cross-functional collaboration and knowledge sharing.
❖ Guide teams through complex problem-solving processes.
❖ Encourage a culture of continuous improvement and innovation.
❖ Key Coaching Activities
❖ Conduct regular training sessions and workshops.
❖ Offer one-on-one mentoring and feedback.
❖ Support teams in data analysis, root cause identification, and solution implementation.
❖ Foster team cohesion and motivation.
❖ Impact of Effective Coaching
❖ Increases project success rates and sustainability.
❖ Builds a strong foundation for continuous improvement and operational excellence.

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EXECUTIVE LEADERSHIP
❖ Roles and Responsibilities
❖ Provide vision and strategic direction for Six Sigma and Lean initiatives.
❖ Ensure alignment with organizational goals and objectives.
❖ Allocate necessary resources and support for project success.
❖ Key Activities
❖ Set and communicate strategic priorities.
❖ Approve major projects and initiatives.
❖ Monitor overall progress and impact on organizational performance.

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CHAMPIONS AND SPONSORS
❖ Roles and Responsibilities
❖ Advocate for Six Sigma and Lean within the organization.
❖ Remove barriers and secure resources needed for projects.
❖ Provide high-level oversight and support for project teams.
❖ Key Activities
❖ Promote Six Sigma and Lean methodologies at all levels.
❖ Facilitate cross-departmental collaboration.
❖ Review and approve project charters and plans.

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PROCESS OWNERS
❖ Roles and Responsibilities
❖ Own and manage specific business processes.
❖ Ensure that process improvements are implemented and sustained.
❖ Collaborate with project teams to achieve process optimization.
❖ Key Activities
❖ Identify areas for process improvement.
❖ Support data collection and analysis.
❖ Implement and monitor process changes.

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FINANCE
❖ Roles and Responsibilities
❖ Provide financial oversight and support for Six Sigma projects.
❖ Confirm the financial viability and ROI of proposed projects.
❖ Track and report the financial impacts of process improvements.
❖ Key Activities
❖ Conduct cost-benefit analyses for potential projects.
❖ Monitor project budgets and expenditures.
❖ Validate financial outcomes and savings.

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ORGANIZATIONAL BARRIERS
Impact of Organizational Structure
❖ Hierarchical Structures
❖ Rigid hierarchies can slow decision-making processes.
❖ Limited cross-functional collaboration can hinder project progress.
❖ Siloed Departments
❖ Departments working in isolation can create communication gaps.
❖ Lack of integrated efforts can reduce project effectiveness.
❖ Bureaucracy
❖ Excessive bureaucracy can lead to delays and resistance to change.
❖ Complicated approval processes can stall project initiation and implementation.

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ORGANIZATIONAL BARRIERS
Impact of Organizational Culture
❖ Resistance to Change
❖ Employees may resist changes due to fear of the unknown or comfort with the status quo.
❖ A culture not open to continuous improvement can hinder Six Sigma initiatives.
❖ Lack of Continuous Improvement Mindset
❖ Organizations without a culture of continuous improvement may struggle to sustain Six Sigma
projects.
❖ Limited engagement and motivation from employees can impact project success.
❖ Inadequate Communication
❖ Poor communication can lead to misunderstandings and lack of alignment.
❖ Insufficient information sharing can impede project progress.

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COMMON CAUSES OF SIX SIGMA FAILURES
❖ Lack of Management Support
❖ Insufficient support from top management can undermine project legitimacy.
❖ Lack of leadership involvement can lead to resource constraints and low priority for projects.
❖ Lack of Resources
❖ Inadequate allocation of financial, human, and technical resources can stall projects.
❖ Insufficient training and development can result in skill gaps among team members.
❖ Unclear Goals and Objectives
❖ Vague or poorly defined project goals can lead to confusion and misalignment.
❖ Lack of clear objectives can result in ineffective measurement and tracking of progress.
❖ Inadequate Data Management
❖ Poor data quality and lack of access to reliable data can hinder analysis.
❖ Inadequate data management systems can impede decision-making processes.
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IMPORTANCE OF CHANGE MANAGEMENT
❖ Change management involves preparing, supporting, and helping individuals
and teams in making organizational changes.
❖ Ensures that changes are smoothly implemented and sustained over time.
❖ Importance
❖ Facilitates successful implementation of Six Sigma projects.
❖ Minimizes resistance and enhances acceptance of new processes and improvements.
❖ Supports long-term sustainability and continuous improvement.

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STAKEHOLDER ANALYSIS
❖ Purpose
❖ Identifies individuals and groups affected by the change.
❖ Assesses their influence, interest, and potential impact on the project.
❖ Steps
❖ Identify key stakeholders (e.g., employees, managers, customers, suppliers).
❖ Analyze their needs, expectations, and potential reactions.
❖ Develop strategies to engage and manage stakeholders effectively.
❖ Example
❖ Mapping stakeholders on an influence-interest grid to prioritize engagement efforts.

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READINESS ASSESSMENT
❖ Purpose
❖ Evaluate the organization’s preparedness for change.
❖ Identifies potential obstacles and areas needing attention before implementing changes.
❖ Steps
❖ Conduct surveys and interviews to gauge employee readiness.
❖ Assess current processes, tools, and resources.
❖ Force Field Analysis
❖ Identify training and development needs.
❖ Example
❖ Using a readiness assessment checklist to evaluate different aspects such as leadership
support, employee awareness, and resource availability.

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PROACTIVE CHANGE MANAGEMENT
❖ Purpose
❖ Anticipates and addresses potential issues before they become barriers.
❖ Involves planning and implementing strategies to manage change effectively.
❖ Steps
❖ Develop a change management plan outlining key activities and timelines.
❖ Identify and mitigate risks associated with the change.
❖ Engage change champions to advocate for the change.
❖ Example
❖ Creating a risk management plan to address potential challenges during the implementation
phase.

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COMMUNICATION PLAN
❖ Purpose
❖ Ensures clear and consistent communication throughout the change process.
❖ Keeps stakeholders informed, engaged, and motivated.
❖ Steps
❖ Develop a communication strategy outlining key messages and channels.
❖ Regularly update stakeholders on progress and milestones.
❖ Encourage feedback and address concerns promptly.
❖ Example
❖ Implementing a communication schedule with regular newsletters, town hall meetings, and
feedback sessions.

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INTEGRATING CHANGE MANAGEMENT TECHNIQUES
❖ Holistic Approach
❖ Combine stakeholder analysis, readiness assessments, proactive management, and
communication plans for effective change management.
❖ Ensure all techniques are aligned with the overall change strategy and organizational goals.
❖ Steps
❖ Conduct stakeholder analysis and readiness assessments simultaneously.
❖ Develop an integrated change management and communication plan.
❖ Monitor and adjust strategies based on feedback and ongoing assessments.
❖ Example
❖ Integrating change management into the project management plan to ensure seamless
execution and adoption of Six Sigma initiatives.

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LEWIN'S CHANGE MANAGEMENT MODEL
❖ Developed by Kurt Lewin in the 1940s. Emphasizes the process of change in
three stages: Unfreeze, Change, Refreeze.
❖ 1. Unfreeze
❖ Prepare the organization to accept that change is necessary.
❖ Break down the existing status quo before building up a new way of operating.
❖ 2. Change
❖ Execute the intended change.
❖ Implement new processes, structures, and behaviors.
❖ 3. Refreeze
❖ Solidify the change and make it part of the organizational culture.
❖ Ensure that the changes are accepted and maintained over time.

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KOTTER'S 8-STEP CHANGE MODEL
❖ Developed by John Kotter, this model outlines a comprehensive 8-step process
for managing change. Emphasizes the importance of creating a sense of
urgency and building a guiding coalition.
Creating a Climate for Change
❖ 1. Create Urgency
❖ Help others see the need for change and the importance of acting immediately.
❖ 2. Form a Powerful Coalition
❖ Assemble a group with enough power to lead the change effort.
❖ 3. Create a Vision for Change
❖ Develop a clear vision to direct the change effort and strategies for achieving that vision.

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KOTTER'S 8-STEP CHANGE MODEL
Engaging and Enabling the Organization
❖ 4. Communicate the Vision
❖ Ensure that as many people as possible understand and accept the vision.
❖ 5. Remove Obstacles
❖ Empower others to act on the vision by removing barriers to change.
❖ 6. Create Short-Term Wins
❖ Plan for and create visible, unambiguous successes early in the change process.

Implementing and Sustaining Change

❖ 7. Build on the Change
❖ Use increased credibility from early wins to change systems, structures, and policies that don’t fit the vision.
❖ 8. Anchor the Changes in Corporate Culture
❖ Reinforce the changes by highlighting connections between new behaviours and organizational success.

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ADKAR MODEL
❖ Developed by Prosci, the ADKAR model focuses on individual change
management. It is structured around five key building blocks.
❖ 1. Awareness
❖ Understanding the need for change.
❖ 2. Desire
❖ Creating a personal motivation to support and participate in the change.
❖ 3. Knowledge
❖ Providing information and training on how to change.
❖ 4. Ability
❖ Translating knowledge into action and developing new skills.
❖ 5. Reinforcement
❖ Ensuring that changes are reinforced and sustained.
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COMPARING CHANGE MANAGEMENT MODELS
Aspect Lewin's Model ADKAR Model Kotter's 8-Step Model
Organizational change Comprehensive
Focus Individual change process
process organizational change

8 (Create Urgency, Form

Coalition, Create Vision,
5 (Awareness, Desire,
3 (Unfreeze, Change, Communicate Vision,
Stages/Steps Knowledge, Ability,
Refreeze) Remove Obstacles,
Reinforcement)
Create Wins, Build on
Change, Anchor Changes)

Simplicity and clear Focus on individual Detailed and step-by-

Key Strengths
stages adoption step approach
General organizational Large-scale
Application Individual-level changes
changes organizational changes
May oversimplify Requires detailed Can be time-consuming
Limitations
complex changes individual tracking and resource-intensive

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