Presentation about Lean and 6 Sigma Management. Focused on HR department.

1. Lean and 6 Sigma Management
People Management
Mari-Cel Tena Llobera

2. Table of content
 What is Lean?
 What is Six Sigma?
 Lean Six Sigma Management.
 The role of HR in Lean 6 Sigma management.
 Examples.
 Conclusions.

3. What is Lean?
 The term "lean" was coined to describe Toyota's business during the late
1980s.
 Lean means creating more value for customers with fewer resources.
Provide perfect value to the customer through a perfect value creation
process that has zero waste.
 The Lean principles:
 Value: Determine what steps are required (are of “Value”) to the
customer.
 Flow: Remove waste in the system to optimize the process to achieve
a smoother pace.
 Pull: Ensure the process responds to customer demand (“Pull” =
want).
 Perfection: Continuously pursue “Perfection” within the process.

4.  To achieve that we have to apply learn transformation. Means change
our old thinking to lean thinking. We have to change the focus of
management from optimizing separate technologies, assets and
vertical departments to optimizing the flow of products and services
through entire value streams that flow horizontally across technologies,
assets and departments to customers.
What is Lean?
A popular
misconception is
that lean is suited
only for
manufacturing.
Lean can be
apply in every
business and
every process.
Not true

5. What is Lean?
Customer Needs Need FulfillmentWASTE
Time
Customer Needs Need FulfillmentWASTE
Time (shorter)

6. What is Six Sigma?
 It was developed by Motorola at the end of 70´s.
 Six Sigma is a disciplined that uses data and statistical analysis to enable
fact-based decisions. Set of techniques and tools for process
improvement.
 Is based in 6 principles that are:
 Authentic customer orientation.
 Data-driven and fact.
 Process orientation, process management and process
improvement.
 Proactive management.
 Collaboration without borders.
 Search of perfection.

7. Define:
The problem, improvement
activity, the project goals
and costumer (internal and
external) requirements.
Measure:
Process performance
Analyze:
The process to determine
root causes of variation,
poor performance
(defects).
Improve:
Process performance by
addressing and eliminating
the root causes.
Control:
The improved process and
future process performance.
What is Six Sigma?

8. Leader:
Senior-level executive
who is responsible for
implementing Six
Sigma within the
business.
Champions:
Middle- or senior-level
executive who sponsors a
specific Six Sigma project,
ensuring that resources
are available and cross-
functional issues are
resolved.
Master Black belt:
Highly experienced
and successful BB who
has managed several
projects and is an expert
in Six Sigma
methods/tools.
Black belt:
Full-time
professional who
acts as a team
leader on Six
Sigma projects.
Green belt:
Part-time
professional who
participates on a BB
project team or
leads smaller
projects.
What is Six Sigma?

9. Lean Six Sigma Management
LEAN
Guiding principles based operating
system.
Relentless elimination of all waste.
Creation of process flow and
demand pull.
Resource optimization.
Simple and visual.
SIX SIGMA
Focus on voice of the customer.
Data and fact based decision
making.
Variation reduction to near
perfection levels.
Analytical and statistical rigor.
Strength: Efficiency Strength: Efectiveness

10. Lean Six Sigma Management

11. The role of HR in Lean 6 Sigma
 The HR professional should know how the decision-making process for a
lean initiative is typically established.
 The research demonstrated that success with lean depends upon how
HR changes and adapts it approaches along with the rest of the
organization.
 There are 5 areas where HR can add the most value:
 Building the transformation team.
 Designing a new organizational structure.
 Communications and monitoring the people pulse.
 Integrating lean management into the talent system.
 Integrating lean management into the leadership mode.

12. The role of HR in Lean 6 Sigma
 There are 5 areas where HR can add the most value:
 Building the transformation team: The teams will need top talent,
both to meet the many managerial demands inherent in a
transformation and to underscore the priority that leaders are giving
to the transformation. HR will also need to work with senior leaders to
craft a career path for people who join the team.
 Designing a new organizational structure: HR’s support in identifying
and staffing a stable management core at every level will be crucial
to reinforce the changes. HR department worked with senior leaders
to understand all of the factors in the new organization design that
needed to be balanced, such as constraints in specialized skills,
compensation questions, and aspirations for diversity and equal-
opportunity policies.

13. The role of HR in Lean 6 Sigma
 Communications and monitoring the people pulse: At the earliest
stages of a transformation, one of he basic tasks for the leadership
team is the development of a communications plan. HR will
contribute helping build the communications capabilities of leaders
and managers charged with persuading the organization,
monitoring employee reactions and addressing concerns that arise.
 Integrating lean management into the talent system: maintaining
the lean-management knowledge base and transmitting the mind-
sets to current and future workers will depend to a great degree on
HR´s core talent systems for recruiting, training, people development
and compensation.

14.  Integrating lean management into the leadership mode: As current
and future leaders learn the new behaviors—and learn to exhibit
them— they will need comprehensive support.
The role of HR in Lean 6 Sigma

15. Examples

16. Conclusions
 Organizations that successfully engage HR throughout their application
of lean management see significant long-term advantages.
 HR function will be instrumental to sustaining that new culture for the
benefit of the organization, its people, and its customers.
 HR Professionals with Six Sigma knowledge are absolutely an added
advantage and a starting point for any organization embarking on
achieving a strategic HR role.