Welcome to Today’s Session
#1 Reason Why Performance
Improvement Programs Fail …
and how to avoid it from happening?
Measurable Breakthrough Results
Most Asked Question
I am often asked:
"What are the reasons performance
improvement programs like Lean and Six Sigma
fail and how can we avoid it?
Measurable Breakthrough Results
Session Agenda
1. Determine the most common
reasons for failure
2. Review the essentials to a successful
performance improvement program
3. Discuss how to avoid this from
happening to you
Measurable Breakthrough Results
9 Reasons Why Failure Happened
No
competitive data
No Leadership
Support
Did not
evolve to BPM
Cost
Focused
Only
Poor Choice of
Strategy
Did not change
design
No
Connection
to QC/QA
Few
Breakthroughs
Applied Wrong
Method
Measurable Breakthrough Results
Embrace Quality, Don’t Fight It
Goods and services
are “fit for purpose” by your customers
“Fit for Purpose” Drives Performance
Service Features
Free of Failure
Increase Sales
Decrease Costs
PI Focused on
Cost Cutting
versus Waste
Reduction of
Quality Does is
not sustainable
Measurable Breakthrough Results
Understand Universal Principles
Plan
QbD
Control
Compliance
Improve
DMAIC
Only knowing
one tool or
method does not
make PI Happen
– must
understand
relationships to
others
Time
Measurable Breakthrough Results
Learn Leadership’s Role
Lack of
leadership
support over
time
Measurable Breakthrough Results
Strategy and Projects Aligned
Strategic
Goals
Annual
Goals
Projects
3 Years
1 Year
Months
Poor Choice of
Strategy –
selecting the
wrong goals sand
means to get
there
Vision
Time
Measurable Breakthrough Results
Product & Service Innovation
Not changing the
design and
innovation
process while
improving
operations
QbD
Define
Goals &
Customers
Discover
Customer
Needs
Design
Product
Develop
Process &
Controls
Deliver
Measurable Breakthrough Results
Create Breakthroughs in Performance
“Breakthrough is a departure from
the usual, familiar way, into the
unknown.”
No
breakthroughs
because of poor
selection of
problems and
projects
A Breakthrough
LSS
Define
Value
Measure
Value
Analyze
Process-Flow
Improve
Process-Pull
Control
Process
Measurable Breakthrough Results
Assuring Repeatable & Compliant Processes
Identify
CTQs
Value
Engagement
Baseline
Teams
No connection
to QC/QA
Establish
Performance
Monitor Actual
Performance
or
Compare to
CTQ Targets
Self-Managed
Take Action
Teams
Measurable Breakthrough Results
Move to Business Process Management
Key Process
Key Process
Key Process
PROCESS OBJECTIVES
FUNCTIONS
FUNCTIONAL OBJECTIVES
Customer
Not moving to
larger scale
improvement –
BPI or process
ownership
Customer
Customer
Strategic
Plans
Business
Results
Measurable Breakthrough Results
Use Benchmarking to Sustain Market Leadership
Not looking
outside to learn
from other
industries
Measurable Breakthrough Results
9 Reasons Why Failure Happened
No
competitive data
No Leadership
Support
Did not
evolve to BPM
Cost
Focused
Only
Poor Choice of
Strategy
Did not change
design
No
Connection
to QC/QA
Few
Breakthroughs
Applied Wrong
Method
#1
Measurable Breakthrough Results
9 Business Essentials
Benchmarking
Leadership’s
Role
BPM
Embrace
Quality
Innovation
Control &
Compliance
Universals
Not looking
outside to learn
from other
industries
Strategic
Alignment
Breakthrough
Improvement
Measurable Breakthrough Results
How To Avoid It
1. On board each leader together and
then one at a time
2. Educate them on the right choice of
methods and deployment strategy
for your organization
3. Do not fall victim to telling them
what they want to hear
4. Explain PI in the language if
money
Measurable Breakthrough Results
Where Are You Headed?
Measurable Breakthrough Results
Thank You
Measurable Breakthrough Results