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3. Leadership in Retail Lean Six Sigma Deployments to Achieve High Performance: An exploration into the necessary leadership roles and discussion of leadership support in successful LSS deployments.
Helps ensure change will be sustainable through a control plan by identifying: 1) The process; 2) The critical process factors that should be monitored; 3) Methods to monitor them (for example, the more visual the better); 4) Standard state for the critical factors (in other words, how they should be performing to get the desired process performance); and 5) The response plan when the critical factors in the process are not performing to standard. Following these steps allows corrections to be made early in the process, before the output misses targets.
Lean Six Sigma deployments designed specifically for the retail industry hold the potential to drive high performance for companies.
Lean Six Sigma (LSS) has long been applied in other industries to drive operational excellence. More recently, the retail industry is discovering ways to tailor this continuous improvement methodology to the industrys unique challenges to solve problems, execute methodical changes and make process-change decisions. By addressing the unique challenges of the industry as well as of store environments, LSS can drive high performance in retail as it has in other industries. Increasingly, retailers are applying LSS using a variety of tools to address problems with a wide range of scope, complexity and impact. From Kaizens to accelerated improvements to enterprisewide Black Belt projects, the LSS toolkit is large and diverse. This article discusses various approaches retailers can take to effectively solve problems on their journeys to high performance. Few retailers would dispute the unique nature and challenges of retailing. With Lean Six Sigma, different approaches drawing on a large toolkit can be applied to solve a diverse array of problems. If an issue affects all stores in the United States, for example, a solution may entail executing a project at the corporate level, but perhaps require implementing another approach using DMAIC (define-measure-analyzeimprove-control) methodology to address local or district concerns. In general, the use of LSS allows a concurrent top-down, middle-out and bottom-up approach to process improvement, creating a synergy of activities designed to satisfy customers, stakeholders and associates. Not only can LSS be applied to a wide range of problems, it also is flexible. The flexibility of LSS is demonstrated in the various ways in which the approaches can be used effectively in solving problems. Factors such as scope, available resources, time to complete, and complexity can all impact the overall project approach. Along with the ability to lead and influence a team, application of the appropriate approach differentiates the best LSS project leaders from the average. From the basic to complex, choice of LSS approaches is as much an art as it is a science. LSS projects use a disciplined approach not only through the DMAIC process, but also with strong project and change management applications to increase the probability of long-term success. Even with the most carefully crafted approaches and the best project management, the success of LSS projects also hinges on the people factor, specifically the ability of team members to unite. True problem solving becomes attainable the moment team members understand that even the most diverse areas of the business have similar issues and ways of thinking. Although people are creatures of habit, there are reasons they continue to perform in the same way. LSS approaches help bring entrenched issues to the forefront
where they can be resolved and remove the we vs. they mentality. Removing this mentality is required for fundamental process improvement. Both change management techniques and data analysis are powerful sets of tools that help build this necessary alignment of team members. During any project, project leaders must collect and use data appropriately to remove the possibility of decisions based on emotion or experiential anecdotes. In one case, accepted conventional wisdom drove different goals for each distribution center because the mix of product was different between centers. Over time, the centers met or slightly exceeded the established goals. During a Black Belt project, test runs and data analysis proved that despite the variety of products, all of the centers should perform similarlyand, in fact, at a higher rate than any of the centers were currently expected to perform. The vice president over the distribution centers raised the goals to the new rates and within six months every distribution center consistently met the new goals. With the many challenges in the retail environment, use of basic project management approaches to gain buy-in and consensus are also critical to project success in all projects, whether simple or complex. When the problem scope is straightforward and the risk of implementation is low, some basic approaches tend to be used successfully and quickly. Nevertheless, a question that often arises is: why does a simple project using a basic approach take three months to complete? The answer is: it does not, and probably should not, have to take three months with the appropriate LSS approach. The project duration is usually driven by the scope, complexity, project leaders experience and leadership, the strength of the LSS knowledge and the leadership support on the project.
As project complexity and scope increases, the accelerated improvement approach no longer becomes functional or effective. When project scope exceeds the accelerated improvement approach, but is still fairly narrow, a Kaizen is often the answer. Kaizen is often called accelerated DMAIC or DMAIC in a week. To be more precise, the event lasts for a week, but is preceded by one to two preparation weeks and followed by a 20-day follow-up period. The primary differences between accelerated improvement and Kaizen are scope, team size (accelerated improvement can have up to 35 members compared to six to eight in a Kaizen) and speed of implementation (accelerated improvement develops a future plan while a Kaizen takes immediate action). Characteristics of a Kaizen process: Kaizen events consist of three steps: planning, the event and follow-up. The one- to two-week planning phase requires a Kaizen leader not only to select the team and plan the necessary logistics, but to also complete the define phase and collect initial data for the event. The Kaizen event itself, which is typically five days in duration, completes the measure, analyze and improve phases of the DMAIC methodology. During the event, additional data is collected and analyzed, potential solutions are brainstormed and prioritized, and implementation of the best solutions is begun. As in all LSS work, a control plan is required. The plan is developed in the event along with a follow-up action plan for the solutions that were not completed during the week, and appropriate sign-off is obtained.
Belts are most effective when the role is a full-time process improvement position in the organization. They receive four or five weeks of deep DMAIC theory and application training, and can lead large, complex, crossfunctional projects with coaching from more experienced, certified Master Black Belts. The Green Belt typically gets two weeks of training that provides enough knowledge to complete focused, single functional projects with coaching support from either a Master Black Belt or a Black Belt. Retail executives often ask how Green Belt/Black Belt projects in stores can be completed when they require resources for three to eight months to finish. Gaining traction in stores is difficult with the traditional approach to LSS projects due to not only tight labor constraints, which does not allow associates time away to work on long-term improvement efforts, but also turnover at the store level that makes a sustainable team difficult to design. One solution is the project accelerator (PA), a new model for DMAIC projects. Project accelerator is an intensive one-to-two-day event designed to complete an entire phase of DMAIC or to complete a complex task (such as value stream mapping). A complex LSS project in the store can be completed in the original or possibly shorter timeline by a combination of project accelerator and research/ planning. Characteristics of the project accelerator method: Project leader, either Green Belt or Black Belt, plans the event and creates the agenda. The scope of the event is determined based on DMAIC phase, need and team dynamic after discussion with the project sponsor. During the event, decisions are made and a follow-up plan is implemented. The project leader is responsible for completing the follow-up plan prior to the next event or phase.
A DMAIC project could be completed by a series of project accelerator events depending on the scope of the project. As an example of how the project accelerator method can be used, a define/measure project accelerator was conducted in a retailers copy print center where some team members were located in the corporate office and others were scattered among multiple stores. In the project accelerator event, the following were completed: the team launch, voice of the customer, communication plan, value stream mapping (VSM), perational definitions and data collection plan. Also, the project charter, SIPOC diagram and project timeline were nearly complete in the project accelerator (see also sidebar on LSS Tools Primer). At the end of the project accelerator, the project leader was nearly ready for the define and measure tollgates. Tollgates are formal reviews between the DMAIC team and the project sponsor and champion. Held at the end of each phase, tollgates have three major functions: 1) presentation of the methodology and learnings from the just-completed phase; 2) a go/no-go decision from the sponsor and champion to pass the tollgate and continue the project to the next phase; and 3) a full discussion on next steps in the project.
applies. Determining which option or set of options to use is the art of the process. Each companys project selection process should include a determination of the best methodology and approach to successful completion. LSS and its ability to match the needs of the business is a strong solution for operational transformation and cultural change.
Criteria Approach Project Accelerator (PA) Accelerated Improvement (AI) Kaizen Description short, intensive event designed to complete an entire phase of DMAIC or to complete a complex task Short burst of activity concerning a specific issue to determine an agreed upon set of actions Intense event utilizing DMAIC methodology in which root causes and solutions of smaller scoped issues are determined, and solutions are implemented immediately Focused projects within a functional area utilizing DMAIC methodology to solve smaller problems Project utilizing DMAIC methodology to solve root causes to major issues and establish permanent controls Complexity Extremely low Scope Small Implementation Risk Low Typical Timeframe 1-2 days
Low
Small
Low
Low to moderate
Small to medium
Low to moderate
Low to moderate
Medium
Moderate
2-4 months
High
Large
Moderate to high
3-6 months
10
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