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Continuous Improvement Adoption Toolkit for Rapid Deployment of CI/LSS Programs

Dr. John Thomas Bennett, Director of Contiguous Improvement, Quality and ES&H, PAE, Bartonville,  USA

Keywords: Rapid Deployment of LSS/CI, Sustainment of LSS/CI, Value Creation
Industry: All
Level: Basic

Abstract

How to implement rapid Continuous Improvement deployment at all levels of the organization with a CI Adoption toolkit. Our journey began with a Game Plan that had four elements or phases: 1) Set the Goals 2) Build the competency 3) Execute/Sustain CI Actions 4) Measure/deliver results. This simple game plan was introduced at the programmatic level as well as the enterprise level with dramatic results.

Most companies want to enact some type of Continuous Improvement program or and Lean Six Sigma program to improve operations and to create value. There are many ideas out there on how to do that and many companies then rely on expensive consultants that come into the organization, create improvements and the employees may or may not be engaged and the improvements slow down or end at the end of the consulting agreement. This game plan is easy to follow, includes employees at all levels of the organization and is sustainable and scalable to the appetite of the organization.

After this presentation we would like organizations interested in starting or improving their existing Continuous Improvement programs or LSS programs, to go back to their organizations, discuss and implement their own version of a Continuous Improvement Adoption Toolkit to propel their Continuous Improvement Program to the next level. The presentation has easy to follow steps in how the CI Adoption toolkit was conceived, implemented and even modified for our organization and how they could do the same.

The presentation will go into depth of the core concepts behind each of the phases, how the actual tools of each phase were conceived and how they work together. The next evolution of this tool at PAE will be to work the CI Adoption toolkit into Hoshin Kanri style Strategic planning. We created an excel workbook with tools embedded into tabs and then created a book or guide that walks the Practioner through each phase from the standpoint of using the workbook and the theory behind each phase. We will discuss Specific implementation of the tools and their use. These included instructions for use of the tools, The theory behind some of the tools and example to help with deeper understanding, Presentation templates to help with the deployment of these tools, Project examples to demonstrate tool use to help Project Manger relate to their circumstances, and while most of the toolkit can be modified to suit the individual using it we did have warning to let them know when they altered tools that could end up derailing their CI efforts.

In 2017, PAE had no formal Continuous Improvement or LSS Program. Since 2017 until today, using this Continuous Improvement Adoption toolkit at the programmatic level, Business Unit Level and the Corporate Level, PAE has created a Continuous Improvement program that includes LSS training from New employee orientation, Lean Practitioner, LSS Green Belt, LSS Black Belt, and LSS Master Black belt. We have conducted face-to-face training and trained over 300 Lean Practitioners, over 350 Green Belts. In 2021 we have trained a class of 3 Master Black Belts and 6 Black Belts. Our Continuous Improvement efforts have delivered $65M in EBIT as validated by our finance department and many other Value-added improvement both internally and to or customer base. We believe that this CI Adoption Toolkit and the theories behind it can be altered/adopted by any organization to assist them in the rapid deployment of an LSS/CI program with dramatic results. They can form their game plan and follow it to have dramatic results. Next steps after enacting the game plan is to begin to audit programs and determine their maturity in respect to the use of the CI Adoption Toolkit. We will present our journey, share pitfalls we encountered and share lessons learned with presentation participants, we would also be open to question and answer period following the presentation if the venue allows it.


JUST A FEW OF THE LEAN SIX SIGMA WORLD CONFERENCE PARTICIPANTS

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