This is our most popular consulting project, using the approach, tools, and methodology of Lean Six Sigma Management. The project undertaken will be to study one process and improve it.
The methodology of six sigma is well known, but we use a Lean version here. The lean version is design to accelerate the work, yielding valuable results sooner. Generally the six sigma project takes 6-9 months. The lean version is aimed at concluding the project within 5-6 weeks.
The methodology of six sigma relies on a team of individuals who are involved in the process, guided in their work by a Six Sigma Black Belt. We will provide that facilitation, actually using a Six Sigma Master Black Belt for many of the projects.
The project will require five days of onsite consulting. We usually do this in three visits. The initial visit will be two days, during which we will study the process and its lower level processes and map these out. We will also design the work that the team will need to do before the next visit, which would be scheduled for about two weeks later. The second visit would look at the evaluation of the process that was done between visits and move on toward the process improvement phase. This visit would also be two days.
After another two weeks, the third visit will be one day to discuss proving that the improvements are correct, implementing them, and the control phase to make sure that the improvements are maintained.
There will be interaction between the teams and the Master Black Belt during the weeks between the sessions to review the progress on the projects. The two week timing will be modified if the team is not able to conduct the required analyses in that time.
The final session should end with presentations to management to outline the achievements of the projects and make sure they are implemented. But this presentation will probably follow conclusion of our consulting work, and we will not need to be present for it.
This project, as the name implies, helps companies in setting up their Project Management Office, the PMO. First, we work with management to outline the roles to be played by the PMO, and its relationships to other management and to the project managers. We then look into staffing and budgeting issues. A review of project methodologies used is done to determine, operationally, many of the functions of this new group. Training for all project teams is conducted at the initiation of the PMO, so that all are ready to work under this system.
Principles and concepts of lean six sigma management are covered. As part of this class, one or more projects will be conducted, leading to immediate benefits and savings. The class should be limited to a maximum of 15 employees and a limit of 4 projects. Project team members should be pre-assigned. They do not choose a project during this class.
The class will require five days of training, each day from 9:00 to 4:30. Because of the projects, the training will be split into three segments with two weeks in between. The first meeting will be for three days, followed by two one day visits.
There will be interaction between the teams and the instructor during the weeks between the sessions to review the progress on the projects.
The final session should end with presentations to management to outline the achievements of the projects and make sure they are implemented.
This course provides a mixture of training and consulting, the only type of training that leads to improved work processes as an output of the course. Lean six sigma has been especially effective for service operations processes. Project team members learn how to plan a six sigma project, and actually conduct that project under the guidance of the instructor. The first training segment covers how to select, define and plan a project. It also shows how to measure the process studied and analyze how that process works. This is a condensed form of the traditional DMAIC of Six Sigma. The second session looks at the improvement phase, and control and implementation are reviewed in the third session.
This is our most popular consulting project involving project management. It is a short consulting project usually requiring three days, but the length depends on the size of the organization and the variety of project types used. We first look at the management structure, the role of the PMO (if any), and the role of the project manager.
We then assess each step of the project management procedure, and evaluate how it is working. We begin with the selection of projects, linking this to the estimation methods used. We review the resourcing methodologies to be sure that projects are adequately staffed. The scope and scheduling processes are reviewed as part of a final review of the project planning methodology in place.
The consulting project concludes with a review of the execution and control procedures in place, including the use of toll gates and change control procedures.
In this scenario, we meet with as many project managers as possible to develop a description of the current project methodology and the associated problems and issues. This description is the first deliverable of the project. Very often, general project management training is included at this phase. The discussions during the training class highlight many of the issues that need to be addressed.
After review of the current situation with management, an improved system is designed. We begin with project initiation, specifying requirements for project selection, charters, and scope documents. Project phases are developed, with toll gates, and procedures for use of these toll gates are prepared. Change control procedures are also included in this design. All project teams are involved in this design, as we guide and facilitate the discussions. User groups most often need to be included as well, depending on the type of project. Again, a report is issued to be reviewed by management.
The third and final phase of this is to implement the new procedures. Change management is part of this process, as well as training for all involved in how the new procedures will work. This training can be done by WCTI, but is often better if done by the internal people who will be involved in the new system. Performance measures are put in place to track how the new system is working, and periodic reviews are used to fine tune it later.