Lean Six Sigma - Supervisory Leadership April 13, 2011

L6S Leadership and Recognition

Overall Process Lean and Six Sigma Certification Certificate, Letters of Recognition, Business Cards, Signature line Blue Belt Program New! Lean Six Sigma Final Project Report-outs Graduate Projects Division Leadership Reviews Letters of recognition from Business Leaders Customer Satisfaction Through Excellence (CSTE) Lean Bronze, Silver, and Gold Black Belts Executive Presentations Visibility, Direct Project Recognition Lean Six Sigma Network (L6SN)
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Case for Change

To survive in todays economy, every company must be able to satisfy its customers demands and exceed their expectations.
To be good enough tomorrow you have to have a system in place today that will continually seek perfection and grow your market share. Being good enough is no longer good enough, you have to be great. Being great means being consistent, flexible and predict where your market and customers are growing in the future

Overall process
Lean Six Sigma progression
Rewards and Recognition
CSTE L6S certification L6S Final Report-out Executive Presentation

Lean Six Sigma L6S

Continuous Skills Development Process 08/30/2010
Lean Expert - Gold 3 Projects > $125,000 Letter Division Leadership $2500 Six Sigma Black Belt 3 Projects > $100,000 Letter Division Leadership $2500

Lean Expert - Silver 3 Projects > $125,000 Letter Division Leadership $1500

Lean Expert - Bronze 3 Projects > $125,000 Letter Division Leadership $1000

L6S Green Belt Tactical Focus Leadership Development Program 1-3 Projects > $50,000 $500

L6S Blue Belt Operational Focus Leadership Development Training 1 Project Reward and/or Recognition Plant Discretion Leadership Skills Root Cause and Corrective Action Team Building

Project Management

Certification Criteria
Green Belts 1. Complete Sonocos eLearning course with an 80 or above grade + six additional days of Lean Six Sigma classroom coursework 2. Successfully complete a productivity improvement project. Successful completion is defined by:
A. Achieving a significant level of improvement or breakthrough learning B. Demonstrated use of the Lean Six Sigma methodology, tools and good team practices C. Evidence of an effective control plan and sustained improvement for at least six months after project completion D. Completion of a detailed final project report, showing auditable savings of a minimum of $50,000

Black Belts 1. Must be a certified GB or equivalent 2. Complete 7 additional training days covering advanced statistical tools and pass the ASQ BB certification exam 3. Successfully complete 1-2* additional productivity improvement projects (same criteria as A-C above,) one of which must utilize a DOE 4. BB projects must provide auditable savings of $100,000, either alone or in aggregate*. No more than 2 projects can be used to reach the $100K bar.
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Certification Criteria (continued)

Lean Experts
Bronze Level: A. Must complete SME Bronze level Lean exam and portfolio B. Must complete 5 Lean projects, totaling $125,000 savings Silver Level: A. Must complete SME Silver level Lean exam and portfolio B. Must complete additional 5 projects, same criteria as above Gold Level: A. Must complete SME Gold level Lean exam and portfolio B. Must complete additional 5 projects, same criteria as above

Rewards and Recognition

REWARDS AND RECOGNITION EVENT
Green Belt Certification (refer to criteria)

TANGIBLE
$500

INTANGIBLE
Letter from division or staff Productivity Champion GB certificate

DEVELOPMENTAL
Opportunity to work toward becoming certified

OPTIONAL
Celebration event with team (e.g. lunch, group picture) BB award Plaque

Black Belt Certification (refer to criteria) Lean Expert Bronze Level Certification (refer to criteria)

$2500

Letter from division VP BB certificate Recognition at annual CSTE awards ceremony Letter from division VP Special business cards Bronze-level Certificate Recognition at annual CSTE awards ceremony Letter from division VP Recognition at annual CSTE awards ceremony Special business cards Silver-level Certificate Letter from division VP and CEO Recognition at annual CSTE awards ceremony Special business cards 7 Gold-level Certificate

Opportunity to work toward becoming certified

$1,000

Opportunity to work toward becoming Silver Level Lean Expert Consideration for additional career advancement opportunities Opportunity to work toward becoming Gold Level Lean Expert Consideration for additional career advancement opportunities Consideration for additional career advancement opportunities

Bronze Medal

Lean Expert Silver Level Certification (refer to criteria)

$1,500

Silver Medal

Lean Expert Gold Level Certification (refer to criteria)

$2,500

Gold Medal

Sonoco Blue Belt

People Build Businesses - Building Leaders and Momentum in Core Operations

Why? Sonoco Blue Belt (Yellow Belt)

Primary materials is currently developing tool to engage operational personnel to eliminate waste, increase engagement and problem solve on a daily basis All hands on deck Program is similar to Yellow Belts design to get greater involvement from workforce to reduce fire fighting and allow people to create and implement their own solutions
Several versions of Yellow Belts exist in business and government Army - http://www.armyg1.army.mil/leansixsigma/yellowbelt.asp Dell Computers - NC facility everyone was trained as a yellow belt
http://www.allbusiness.com/manufacturing/computer-electronic-productmanufacturing/578593-1.html

University of Dayton http://competitivechange.com/proddetail.asp?prod=SixSigma02

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Yellow Belt Definition www.isixsigma.com

varies from business to business. A Yellow Belt typically has a basic knowledge of Six Sigma, but does not lead projects on their own, as does a Green Belt or Black Belt. Is often responsible for the development of process maps to support Six Sigma projects. A Yellow Belt participates as a core team member or subject matter expert (SME) on a project or projects. Yellow Belts may often be responsible for running smaller process improvement projects using the PDCA (Plan, Do, Check, Act) methodology. PDCA, often referred to as the Deming Wheel, enables Yellow Belts to identify processes that could benefit from improvement. Yellow Belt projects often get escalated to the Green Belt or Black Belt level where a DMAIC methodology is used to maximize cost savings using Statistical Process Control http://www.isixsigma.com/dictionary/Yellow_Belt_-_YB-173.htm
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Blue Belt Objective

Improved performance is achieved by involving everyone in eliminating waste and encouraging people to increase their personal involvement in driving process improvement in their areas of responsibility Engage everyone in defining, identifying, and eliminating waste while focusing on the customer and what is truly value added in their eyes Improve daily operational performance at the Gemba or where value is added. Focused root cause analysis and eliminate reoccurrence of loss causing waste Continuous improvement requires focused support, involvement and contributions from a levels of leadership, thus, providing the structure and incentive for further improvements
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Blue Belt Recognition

Lean Six Sigma Reward and Recognition Summary

EVENT

TANGIBLE INTANGIBLE

DEVELOPMENTAL

OPTIONAL

Blue Belt Certification (refer to criteria)

To be Determined by Regional Manager

Letter from Opportunity division VP to work Blue Belt toward certificate becoming certified

Celebration event with team (e.g lunch, group picture)

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Certification Criteria
Blue Belts that demonstrate the required level of competency and meet the specified performance criteria shall become certified by mutual agreement of the Productivity Champions Team and the Operating Excellence group, with the concurrence of the division vice president and/or general manager.

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Blue Belts
1. Complete selected modules of Sonocos eLearning course + three additional days of Lean Six Sigma coursework.
2. Successfully complete a productivity improvement project. Successful completion is defined by: A) Achieving goals of charter level B) Demonstrated use of the Lean Six Sigma methodology, tools and good team practices C) Evidence of an effective control system and sustained improvement for at least three months after project completion D) Completion of a detailed final project report and met or exceeded project goals
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Blue Belt Summary

Sonoco has an immense amount of experience and knowledge in its people
To be competitive in the new economy, it will require everyone to eliminate fire fighting and correct root cause issues permanently Develop certified trainers in each business Train key formal and informal leaders in operations Allow supervisors and managers to become facilitators of operation based projects to eliminate waste
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Executive Presentations
Schedule is based on Executive availability
Harris Team and Divisional Leadership

Presentations were very well received last year

Featured a couple Blue Belt projects

Excellent opportunity for recognition for best of best projects

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Purpose: Executive Presentations

The purpose Executive Presentations is to Recognize people for enhanced skills and ability to deliver productivity and quality improvement Acknowledge extra effort to complete projects Encourage people to continue utilizing the tools Encourage continued work on productivity projects Encourage mentors, coaches and leaders of L6S

Demonstrate good stewardship to our Leaders Investment in people pays off with Business Results

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The role of the Champion

Builds competency in Mentoring Help pick good projects to showcase Work with your people to make the message and presentation crisp and clear Attend the executive presentations to support your presenters and the programs as a whole

Lead the Lean Six Sigma Program Great People + Great Projects + Great Results

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Lean Six Sigma Network (L6SN)

Create operationally focus network of Lean Six Sigma thought leaders and align efforts Build and support a corporate focus and strategy around Lean Six Sigma projects, training and recognition Share best practices and achieve key goals related to Lean Six Sigma Develop central location for accessing and sharing information Allow resources to leveraged across businesses and encourage communication
http://spc/sites/prod_improve_proj/LSS_Network/default.aspx

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Purpose Lean Six Sigma Network

Operationally Leverage Lean Six Sigma across businesses to
Best Practices Lean Six Sigma Project spotlight Develop Resource list of Subject Matter Experts SME Build a Central Library of key documents and information related to Lean Six Sigma Share and develop tool set to build on Sonocos current skill set

Key focus communication, resources, toolset and leveraging

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Website

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Lean Six Sigma - Supervisory Leadership April 13, 2011

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Lean Six Sigma Development Process

Lean Expert - Gold 5 Projects > $125,000

Six Sigma Black Belt And Maintenance Black Belt 1-2 Projects > $100,000

Lean Expert - Silver 5 Projects > $125,000

Lean Expert - Bronze 5 Projects > $125,000

L6S Green Belt Strategic Focus 1-3 Projects > $50,000

L6S Blue Belt Operational Focus 1 Project

Leadership Skills Root Cause and Corrective Action Team Building Project Management

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LeanSigma Timeline: 1997-2006

2 waves 6 OE group formed delivered Training materials 10 trainees developed 10 projects

Addl 408 6 leadership 2 6 waves leaders trained training dev. 34 trainees 6 6 waves & delivered to 11 projects 172 global leaders 53 trainees Transactional Lean expert 5 6 waves training started training kickoff 75 trainees

1997

1998

852 Trainees 580 Global Leaders $16,500,000 Investment

1999 2000 2001 2002 2003

4 6 waves 39 trainees; 3 certified 6 Lean waves 102 trainees

4 6 waves 29 trainees; 6 certified 8 Lean waves 137 trainees

3 6 waves 18 trainees 8 Lean waves 121 trainees

3 6 waves 8 Lean waves 126 trainees

3 6 waves 23 trainees 8 Lean waves 85 trainees

2004

2005

2006

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