LSS - 5 Year Strategy

LSS – 5 year Strategy
Lean Six Sigma - Strategy
Development & Deployment at a Green
Field site
Anand Subramaniam

2
“Ideas are like rabbits. You get a couple and
learn how to handle them, and pretty soon
you have a dozen.”
- John Steinbeck

LSS – Journey (Progress)
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Strategy Development
Training
Systems, Processes &
Procedures
Capabilities & Competencies
Program Management
Collaboration
Change Management
Customer Support
2010
2011

Strategy Development
4
Specifics 2011 2012 2013 2014 2015
Strategy
Integration
 60% integration
between all
departments (service
& operation) strategy
and Org’s strategy.
 This includes key
business drivers,
financial & non
financial metrics, LSS
initiatives,
benchmarking,
rewards and
recognition.
 Where gaps exist,
there is LSS action
plan developed to
minimise gap.
 The 5 year plan along
with KPIs is updated
on a quarterly basis
(forecast) and there is
an annual review.
 75% integration
between all
business drivers,
financial & non
initiatives,
benchmarking,
rewards and
recognition.
there is LSS action
plan developed to
minimise gap.
an annual review.
 90% integration
between all
business drivers,
financial & non
initiatives,
benchmarking,
rewards and
recognition.
there is LSS action
plan developed to
minimise gap.
an annual review.
 100% integration
between all
business drivers,
financial & non
initiatives,
benchmarking,
rewards and
recognition.
there is LSS action
plan developed to
minimise gap.
an annual review.
 All departments
(service & operation)
strategy and Org’s
strategy are
integrated.
business drivers,
financial & non
initiatives,
benchmarking,
rewards and
recognition.
there is LSS action
plan developed to
minimise gap.
an annual review.

Strategy Development (Contd.)
5
Specifics 2011 2012 2013 2014 2015
Gap
Minimisation
Workshops
 One (1) workshop
performed during
the year using inputs
from strategy
integration analysis,
and best practices,
benchmarks etc... to
identify project
opportunities for
improvement.
 LSS Projects are
identified to meet
the gap targets.
 Half yearly (2)
workshops
performed during
from strategy
and best practices,
identify project
opportunities for
improvement.
identified to meet
the gap targets.
 Quarterly (4)
workshops
performed during
from strategy
and best practices,
identify project
opportunities for
improvement.
identified to meet
the gap targets.
 Monthly (10 ~ 12)
workshops
performed during
from strategy
and best practices,
identify project
opportunities for
improvement.
identified to meet
the gap targets.
 Frequent (15+)
workshops
performed during
from strategy
and best practices,
identify project
opportunities for
improvement.
identified to meet
the gap targets.

6
Specifics 2011 2012 2013 2014 2015
Cascading Action
Plan & Roadmap
 Cascading "SMART"
action plans and
roadmap developed
to achieve the
strategy.
 The goals have been
translated to key
metrics and targets.
 Visual performance
management
techniques utilised.
 Critical "Success
Factors" defined and
regular monitoring
of milestones &
deliverables against
targets.
action plans and
roadmap developed
to achieve the
strategy.
translated to key
management
regular monitoring
of milestones &
targets.
action plans and
roadmap developed
to achieve the
strategy.
translated to key
management
regular monitoring
of milestones &
targets.
action plans and
roadmap developed
to achieve the
strategy.
translated to key
management
regular monitoring
of milestones &
targets.
action plans and
roadmap developed
to achieve the
strategy.
translated to key
management
regular monitoring
of milestones &
targets.

7
Specifics 2011 2012 2013 2014 2015
Risk &
Opportunity
Assessment
 For all LSS initiatives
a full risk and
opportunity
assessment
conducted including
contingency plans.
 There is a quarterly
follow-up of risk
strategies.
a full risk and
opportunity
assessment
conducted including
contingency plans.
follow-up of risk
strategies.
a full risk and
opportunity
assessment
conducted including
contingency plans.
follow-up of risk
strategies.
a full risk and
opportunity
assessment
conducted including
contingency plans.
follow-up of risk
strategies.
a full risk and
opportunity
assessment
conducted including
contingency plans.
follow-up of risk
strategies.
KPI
 30% of the identified
targeted KPI’s are on
an improving trend.
 Process and system
in place to identify
benefit, impact and
$ value.
 10% employees
actively engaged in
day to day
improvement.
an improving trend.
benefit, impact and
$ value.
 20% employees
actively engaged in
day to day
improvement.
an improving trend.
benefit, impact and
$ value.
 30% employees
actively engaged in
day to day
improvement.
an improving trend.
benefit, impact and
$ value.
 40% employees
actively engaged in
day to day
improvement.
an improving trend.
benefit, impact and
$ value.
 50% employees
actively engaged in
day to day
improvement.

8
Specifics 2011 2012 2013 2014 2015
Yearly LSS
Targets
 60% of the target
met.
 Targets & baselines
– understood,
agreed and
communicated.
met.
– understood,
agreed and
communicated.
met.
– understood,
agreed and
communicated.
met.
– understood,
agreed and
communicated.
met + 10% stretch
target met.
– understood,
agreed and
communicated.
Stakeholder
Management
 A structured
communication plan
(to address
stakeholder needs)
is developed.
 This is aligned to the
vision, strategy and
cascading action
plans.
 Regular stakeholder
feedback obtained,
to ensure the
effectiveness of the
communication
efforts.
 A structured
communication plan
(to address
stakeholder needs)
is developed.
cascading action
plans.
feedback obtained,
to ensure the
communication
efforts.
 A structured
communication plan
(to address
stakeholder needs)
is developed.
cascading action
plans.
feedback obtained,
to ensure the
communication
efforts.
 A structured
communication plan
(to address
stakeholder needs)
is developed.
cascading action
plans.
feedback obtained,
to ensure the
communication
efforts.
 A structured
communication plan
(to address
stakeholder needs)
is developed.
cascading action
plans.
feedback obtained,
to ensure the
communication
efforts.

Belt Training
9
Specifics 2011 2012 2013 2014 2015
Belts Selected &
Trained
(cumulative)
 BB = 2
 GB = 5
 YB = 10
 BB = 2
 GB = 10
 YB = 15
 BB = 3
 GB = 15
 YB = 20
 BB = 3
 GB = 20
 YB = 25
 MBB= 1
 BB = 4
 GB = 25
 YB = 35
Training
Provided (Days)
 BB = 0
 Adv GB = 5
 GB = 8
 YB = 3
 Total Days 16 days
 BB = 15
 Adv GB = 5
 GB = 8
 YB = 3
 BB = 15
 Adv GB = 5
 GB = 8
 YB = 3
 BB = 15
 Adv GB = 5
 GB = 8
 YB = 3
 MBB = 20
 BB = 15
 Adv GB = 5
 GB = 8
 YB = 3
Training
Timeframe
 GB = Sept
 Adv GB = Oct (Lean)
& Nov (SS )
 YB = March & June
 BB = Feb, May, Aug,
Nov (14 days spread
across)
 GB = Sept
& Nov (SS )
Nov (14 days spread
across)
 GB = Sept
& Nov (SS )
Nov (14 days spread
across)
 GB = Sept
& Nov (SS )
 MBB = Apr, Jul, Oct,
Dec (20 days spread
across)
Nov (15 days spread
across)
 GB = Sept
& Nov (SS )

Belt Training (Contd.)
10
Specifics 2011 2012 2013 2014 2015
Training Strategy
Integration
 Belt training strategy
integrated with Site
Training strategy
Training strategy
Training strategy
Training strategy
Training strategy
Belts Certified
(cumulative)
 BB=0
 GB = 0
 YB = 0
 BB=0
 GB = 5
 YB=7
 BB=1
 GB = 10
 YB=10
 BB=1
 GB = 10
 YB=15
 MBB = 1
 BB=2
 GB = 15
 YB=20
BB / GB Time
Commitment
 BB full time
undergoing training
/ certification to
meet LSS projects
and what is in the
project hopper.
 BB full time either
training / trained
(GB 60% FTE) to
meet LSS projects
and what is in the
project hopper.
 BB full time and
trained (GB 60%
FTE) to meet LSS
projects and what is
in the project
hopper.
trained (GB 60%
FTE) to meet LSS
in the project
hopper.
trained (GB 60%
FTE) to meet LSS
in the project
hopper.

11
Specifics 2011 2012 2013 2014 2015
Training Strategy
 A structured skills
development program
defined and deployed
to support the
improvement
requirements of the
yearly strategic plan.
 The skills development
is targeted and
relevant for different
improvement roles
(YB, GB, BB).
 A formalised coaching
/training and
assessment system in
place including
refresher training.
 Regular monitoring to
ensure that the
respective roles
maintain an
appropriate standard
of performance,
retention of
knowledge and
capability.
development program
to support the
improvement
requirements of the
is targeted and
improvement roles
(YB, GB, BB).
/training and
place including
refresher training.
ensure that the
respective roles
maintain an
of performance,
retention of
knowledge and
capability.
development program
to support the
improvement
requirements of the
is targeted and
improvement roles
(YB, GB, BB).
/training and
place including
refresher training.
ensure that the
respective roles
maintain an
of performance,
retention of
knowledge and
capability.
development program
to support the
improvement
requirements of the
is targeted and
improvement roles
(YB, GB, BB).
/training and
place including
refresher training.
ensure that the
respective roles
maintain an
of performance,
retention of
knowledge and
capability.
development program
to support the
improvement
requirements of the
is targeted and
improvement roles
(YB, GB, BB).
/training and
place including
refresher training.
ensure that the
respective roles
maintain an
of performance,
retention of
knowledge and
capability.

12
Specifics 2011 2012 2013 2014 2015
Sponsor Training
 Formal training
delivered for
identified Sponsors,
Superintendent,
Crew Leaders (GB
Level), and Crew (YB
Level) on the DMAIC
projects they will
manage (before
commencement of
the project).
 Formal training
delivered for
identified Sponsors,
Superintendent,
Crew Leaders (GB
Level), and Crew (YB
Level) on the DMAIC
projects they will
manage (before
commencement of
the project).
 Formal training
delivered for 80% of
future - Sponsors,
Superintendent and
Crew Leaders at a
GB Level.
 LSS training
delivered to 50% of
the managers - YB
level.
 Formal training
delivered for 100%
of future Sponsors,
Superintendent and
Crew Leaders at a
GB Level.
 LSS training
delivered to 100% of
the managers - YB
level.
 All manager’s and
sponsors have
completed their LSS
training (25%
trained as BB, 50%
as GB & 90% as YB).
 All BB's continue to
execute DMAIC
projects in their new
roles.
MBB / BB / GB /
YB coaching
 During and after
training - 1 BB to
coach & mentor 1
sponsor and 1 GB.
 1 GB to coach &
mentor 1 YB.
training - 1 BB to
coach & mentor 1
sponsor and 2 GB.
 1 GB to coach &
mentor 2 YB.
training - 1 BB to
coach & mentor 2
sponsors and 5 GB
(max).
 1 GB to coach &
mentor 5 YB.
 1 BB to coach &
mentor 3 sponsors
and 5 GB (max).
 1 GB to coach &
mentor 5 YB.
 1 MBB to coach 3 BB
 1 BB to coach &
mentor 3 sponsors
and 5 GB (max).
 1 GB to coach &
mentor 5 YB.
% of GB & YB
using tools other
than DMAIC in
their day to day
work
 < 10%  25% +  50% +  70% +  90% +

Systems, Processes & Procedures
13
Specifics 2011 2012 2013 2014 2015
Project
Documentation
 Documentation for
each phase,
activities, tasks,
deliverables,
milestones and sign
off.
 Stage Gate reviews
undertaken at the
end of each phase
including
documenting lessons
learned.
 Risk & Issue
Resolution.
 Audits undertaken
on a regular basis.
each phase,
activities, tasks,
deliverables,
milestones and sign
off.
undertaken at the
end of each phase
including
documenting lessons
learned.
 Risk & Issue
Resolution.
on a regular basis.
each phase,
activities, tasks,
deliverables,
milestones and sign
off.
undertaken at the
end of each phase
including
documenting lessons
learned.
 Risk & Issue
Resolution.
on a regular basis.
each phase,
activities, tasks,
deliverables,
milestones and sign
off.
undertaken at the
end of each phase
including
documenting lessons
learned.
 Risk & Issue
Resolution
on a regular basis.
each phase,
activities, tasks,
deliverables,
milestones and sign
off.
undertaken at the
end of each phase
including
documenting lessons
learned.
 Risk & Issue
Resolution
on a regular basis.

Systems, Processes (Contd.)
14
Specifics 2011 2012 2013 2014 2015
Improvement
Methodology
 75% of projects
follow DMAIC or
DMADV.
 Standard
improvement
methodology
(DMAIC, DMADV)
which is repeatable is
utilised for setting
improvement targets,
resource allocation
and valuing
improvement
activities.
 Systems and
processes including
audits in place to
allow business
improvements to be
identified and
implemented,
thereby improving
business value.
 95% of projects
follow DMAIC or
DMADV.
 Standard
improvement
methodology
(DMAIC, DMADV)
resource allocation
and valuing
improvement
activities.
 Systems and
processes including
audits in place to
allow business
improvements to be
identified and
implemented,
thereby improving
business value.
 95% of projects
follow DMAIC or
DMADV.
 Standard
improvement
methodology
(DMAIC, DMADV)
resource allocation
and valuing
improvement
activities.
 Systems and
processes including
audits in place to
allow business
improvements to be
identified and
implemented,
thereby improving
business value.
 100% of projects
follow DMAIC or
DMADV.
 Standard
improvement
methodology
(DMAIC, DMADV)
resource allocation
and valuing
improvement
activities.
 Systems and
processes including
audits in place to
allow business
improvements to be
identified and
implemented,
thereby improving
business value.
 All strategic projects
follow DMAIC or
DMADV process.
 Standard
improvement
methodology
(DMAIC, DMADV)
resource allocation
and valuing
improvement
activities.
 Systems and
processes including
audits in place to
allow business
improvements to be
identified and
implemented,
thereby improving
business value.

15
Specifics 2011 2012 2013 2014 2015
DMAIC Kaizen
 Planned
(Diagnostics)
minimum 5 weeks
and maximum 8
weeks.
 70% of deliverables
are achieved during
DMAIC kaizen
planning / diagnostic
workshops for 75%
of Kaizen executed.
 Control gate
completed within 4
weeks of the Kaizen
event.
 90% of the residual
actions are achieved
during the next 30
working days of the
sustainability period
following the
Control Phase.
 Planned
(Diagnostics)
minimum 5 weeks
and maximum 8
weeks.
are achieved during
DMAIC kaizen
workshops for 80%
of Kaizen executed.
 Control gate
completed within 4
weeks of the Kaizen
event.
during the next 25
working days of the
following the
Control Phase.
 Planned
(Diagnostics)
minimum 5 weeks
and maximum 8
weeks.
are achieved during
DMAIC kaizen
workshops for 85%
of Kaizen executed.
 Control gate
completed within 4
weeks of the Kaizen
event.
during the next 20
working days of the
following the
Control Phase.
 Planned
(Diagnostics)
minimum 5 weeks
and maximum 8
weeks.
are achieved during
DMAIC kaizen
workshops for 90%
of Kaizen executed.
 Control gate
completed within 4
weeks of the Kaizen
event.
during the next 20
working days of the
following the
Control Phase.
 Planned
(Diagnostics)
minimum 5 weeks
and maximum 8
weeks.
are achieved during
DMAIC kaizen
workshops for 95%
of Kaizen executed.
 Control gate
completed within 4
weeks of the Kaizen
event.
during the next 20
working days of the
following the
Control Phase.

16
Specifics 2011 2012 2013 2014 2015
Data Analysis &
Accessibility
 75% projects use
rigorous data
analysis to find
critical relationships
between key inputs
and outputs
variables.
 Data analysed is
readily accessible.
rigorous data
analysis to find
between key inputs
and outputs
variables.
readily accessible.
rigorous data
analysis to find
between key inputs
and outputs
variables.
readily accessible.
rigorous data
analysis to find
between key inputs
and outputs
variables.
readily accessible.
rigorous data
analysis to find
between key inputs
and outputs
variables.
readily accessible.
Average BB & GB
Project Duration
 Average BB project
executed - duration
is under 150 days.
executed - duration
is under 140 days.
executed - duration
is under 120 days.
executed - duration
is under 100 days.
executed - duration
is under 100 days.
Risk Strategy
 Risk assessment, risk
strategy planning
including
contingencies done
at a program /
project level.
 All assessments
done at milestones,
stage gate reviews,
and hand over to
operations.
strategy planning
including
contingencies done
at a program /
project level.
 All assessments
done at milestones,
stage gate reviews,
and hand over to
operations.
strategy planning
including
contingencies done
at a program /
project level.
 All assessments
done at milestones,
stage gate reviews,
and hand over to
operations.
strategy planning
including
contingencies done
at a program /
project level.
 All assessments
done at milestones,
stage gate reviews,
and hand over to
operations.
strategy planning
including
contingencies done
at a program /
project level.
 All assessments
done at milestones,
stage gate reviews,
and hand over to
operations.

17
Specifics 2011 2012 2013 2014 2015
Audits
 50% of Process,
standards and
procedures followed
by LSS Programs /
projects will be
audited by Black
Belts for
completeness.
 This includes
documentation
around scope,
timelines, resources,
risk, issue, quality,
stage gate reviews
and work
undertaken by GB &
YB.
 70% of Process,
standards and
procedures followed
by LSS Programs /
projects will be
audited by Black
Belts for
completeness.
 This includes
documentation
around scope,
stage gate reviews
and work
undertaken by GB &
YB.
 85% of Process,
standards and
procedures followed
by LSS Programs /
projects will be
audited by Black
Belts for
completeness.
 This includes
documentation
around scope,
stage gate reviews
and work
undertaken by GB &
YB.
 90% of Process,
standards and
procedures followed
by LSS Programs /
projects will be
audited by Black
Belts for
completeness.
 This includes
documentation
around scope,
stage gate reviews
and work
undertaken by GB &
YB.
 95% of Process,
standards and
procedures followed
by LSS Programs /
projects will be
audited by Master
Black Belts for
completeness.
 This includes
documentation
around scope,
stage gate reviews
and work
undertaken by BB.
 95% of work
undertaken by GB &
YB will be audited by
BB.

18
Specifics 2011 2012 2013 2014 2015
Benefit -
Realisation &
Sustainability
 All project valuation
(quantitative using
NPV & qualitative)
and benefit
realisation will be
vetted by Finance
team before project
selection and
publishing.
 There will be on-
going regular audits
and follow through
after project
completion to
sustain the results.
(quantitative using
NPV & qualitative)
and benefit
realisation will be
vetted by Finance
team before project
selection and
publishing.
and follow through
after project
completion to
(quantitative using
NPV & qualitative)
and benefit
realisation will be
vetted by Finance
team before project
selection and
publishing.
and follow through
after project
completion to
(quantitative using
NPV & qualitative)
and benefit
realisation will be
vetted by Finance
team before project
selection and
publishing.
and follow through
after project
completion to
(quantitative using
NPV & qualitative)
and benefit
realisation will be
vetted by Finance
team before project
selection and
publishing.
and follow through
after project
completion to

19
Specifics 2011 2012 2013 2014 2015
Error Proofing &
Control Plans
 20% control plans
refer to
implementation of
Poka Yoke system.
 These include Visual
Factory,
Standardised work,
5S audits etc.
 All these will be
reflected in the
Control Plan.
refer to
implementation of
Poka Yoke system.
Factory,
Standardised work,
5S audits etc.
reflected in the
Control Plan.
refer to
implementation of
Poka Yoke system.
Factory,
Standardised work,
5S audits etc.
reflected in the
Control Plan.
refer to
implementation of
Poka Yoke system.
Factory,
Standardised work,
5S audits etc.
reflected in the
Control Plan.
 60%+ control plans
refer to
implementation of
Poka Yoke system.
Factory,
Standardised work,
5S audits etc.
reflected in the
Control Plan.

Capabilities & Competencies
20
Specifics 2011 2012 2013 2014 2015
Competency &
Capability
 Establish BB, GB &
YB selection criteria,
training needs
analysis &
certification criteria.
 New resources
groomed in advance
as part of the
succession planning
/ sustainability
(based on potential
vs. performance).
 Develop career
progression plan and
succession planning.
 Balance resource
requirements
(capacity vs. load)
and allocation to
delivering
improvement.
training needs
analysis &
 New resources
groomed in advance
as part of the
succession planning
/ sustainability
(based on potential
vs. performance)
 Develop career
requirements
(capacity vs. load)
and allocation to
delivering
improvement.
training needs
analysis &
 New resources
groomed in advance
as part of the
succession planning
/ sustainability
(based on potential
vs. performance)
 Develop career
requirements
(capacity vs. load)
and allocation to
delivering
improvement.
training needs
analysis &
 New resources
groomed in advance
as part of the
succession planning
/ sustainability
(based on potential
vs. performance)
 Develop career
requirements
(capacity vs. load)
and allocation to
delivering
improvement.
training needs
analysis &
 New resources
groomed in advance
as part of the
succession planning
/ sustainability
(based on potential
vs. performance)
 Develop career
requirements
(capacity vs. load)
and allocation to
delivering
improvement.

Customer Support
21
Specifics 2011 2012 2013 2014 2015
Coaching &
Support
 Coaching including
mentor / mentee
system defined and
deployed.
 The coaching
support continues
after training until 2
projects are
complete and / or in
line with Service
Level Agreement.
 Roles and
responsibilities
defined pre and post
LSS project.
mentor / mentee
system fully
deployed.
 The coaching
support continues
projects are
complete and / or in
line with Service
Level Agreement.
 Roles and
responsibilities
LSS project.
mentor / mentee
system fully
deployed.
 The coaching
support continues
project is complete
and / or in line with
Service Level
Agreement.
 Roles and
responsibilities
LSS project.
 100% of all
candidates have a
mentor to coach and
received training
prior to engaging in
DMAIC project.
 There are annual
refreshers training
sessions to coach
sponsors and the
respective BB, GB &
YB and / or in line
with Service Level
Agreement.
 Roles and
responsibilities
LSS project.
 100% of all
candidates have a
mentor.
 Sponsors /
Superintendents /
Crew Leaders are
coached half yearly
to increase their
effectiveness.
 There are annual
refreshers training
sessions to coach
sponsors and the
respective BB, GB &
YB and / or in line
with Service Level
Agreement.
 Roles and
responsibilities
LSS project.

Customer Support (Contd.)
22
Specifics 2011 2012 2013 2014 2015
Regular Follow-
Up
 Department
implementing LSS
projects have
monthly follow-up &
support on LSS
projects.
 LSS’s role to
facilitate and coach
departmental BB,
GB, & YB on their
projects.
 25% Departments
(Production &
Services) have
monthly follow-up &
support on LSS
projects.
 LSS’s role to
departmental BB,
GB, & YB on their
projects.
 50% Departments
(Production &
Services) have
monthly follow-up &
support on LSS
projects.
 LSS’s role to
departmental BB,
GB, & YB on their
projects.
 80% Departments
(Production &
Services) have
monthly follow-up &
support on LSS
projects.
 LSS’s role to
departmental BB,
GB, & YB on their
projects.
 All Departments
have monthly
follow-up on LSS
projects.
 LSS's role to
departmental BB
and GB on their
projects.
Control Plans
 The process owner
follows an effective
control plan for 50%
of the completed
projects,
of the completed
projects,
of the completed
projects,
of the completed
projects,
control plan for
100% of the
completed projects,

LSS Program Management
23
Specifics 2011 2012 2013 2014 2015
Pre Work
 Formal
departmental pre-
work using at least 2
of the voices - VOB,
VOC, VOP, VOE (
Voice of the
Business, Voice of
the Customer, Voice
of the Process, Voice
of the Employee).
 Active involvement
of LSS specialist in
the development of
Org’s Strategy &
Operational Agenda.
 Formal
departmental pre-
work using all voices
- VOB, VOC, VOP,
VOE.
the development of
Org’s Strategy &
Operational Agenda.
 25% team
involvement in the
respective
departments in the
pre-work using all
voices to develop
Strategy Map Gap
Analysis, VSM,
Waste,
benchmarking etc.
the development of
Org’s Strategy &
Operational Agenda.
 50% cross functional
team involvement in
the pre-work using
all voices to develop
Strategy Map Gap
Analysis, VSM,
Waste,
benchmarking etc.
the development of
Org’s Strategy &
Operational Agenda.
 80% cross functional
team involvement in
the pre-work using
all voices to develop
Strategy Map Gap
Analysis, VSM,
Waste,
benchmarking etc.

LSS Program Management (Contd.)
24
Specifics 2011 2012 2013 2014 2015
Idea Capture
 Facilitation by LSS
specialist via a
formal process to
capture idea in a
chosen department
(s) / process (s) with
cross functional
teams.
 25% of the
workforce (in the
specific dept /
process) engaged,
people publicly
recognised for their
contribution and
feedback provided.
 25% of the
facilitation by
respective
departments /
process with cross
functional teams
(with LSS specialist
acting as coach) and
a formal process
followed.
 50% of the
workforce (in the
specific dept /
process) engaged,
people publicly
contribution and
feedback provided.
 50% of the
facilitation by
respective
departments /
process with cross
functional teams
acting as coach) and
a formal process
followed.
 75% of the
workforce (in the
specific dept /
process) engaged,
people publicly
contribution and
feedback provided.
 80% of the
facilitation by
respective
departments /
process with cross
functional teams
acting as coach, if
required) and a
formal process
followed.
 90% of the
workforce (in the
specific dept /
process) engaged,
people publicly
contribution and
feedback provided.
 100% of the
facilitation by
respective
departments /
process with cross
functional teams
acting as coach, if
required) and a
formal process
followed.
 95% + of the
workforce (in the
specific dept /
process) engaged,
people publicly
contribution and
feedback provided.

25
Specifics 2011 2012 2013 2014 2015
Idea Generation
Workshops
 Minimum 2 Idea
Generation W/shops
with cross functional
teams and generate
a minimum of 25
ideas per W/shop.
 From the ideas
prioritised to deploy
min 4 ~ 5 projects.
 Minimum 3 Idea
Generation W/shops
teams and generate
a minimum of 25
ideas per W/shop.
 From the ideas
min 5 ~ 6 projects.
 Minimum 4 Idea
Generation W/shops
teams and generate
a minimum of 25
ideas per W/shop.
 From the ideas
min 6 ~ 8 projects.
 Minimum 6 Idea
Generation W/shops
teams and generate
a minimum of 25
ideas per W/shop.
 From the ideas
min 8 ~ 10 projects.
 Minimum 2 Idea
Generation W/shops
per quarter with
cross functional
teams and generate
a minimum of 25
ideas per W/shop.
 From the ideas
min 12 projects
/year.
Project Selection
 Cross functional -
Senior Management
in the respective
departments /
processes only.
Senior Management
and 25% team
representation from
the said
departments /
processes.
Senior Management
and 50% team
representation from
the said
departments /
processes.
 80% Cross functional
teams including one
major supplier and /
or customer.
 100% of cross
functional teams
including customers
and / or suppliers.

26
Specifics 2011 2012 2013 2014 2015
Project
Prioritisation
Process
 Formal process
introduced for
project prioritisation
and classification
(Lean, Six Sigma,
Kaizen).
 A formal project
hopper in place.
 Project prioritised
based on Benefit /
Effort.
 Formal process
followed where 50%
of potential projects
classified as LSS (GB
or BB), Lean &
Kaizen.
based on Benefit /
Effort.
 Formal process
followed where 80%
of potential projects
classified as LSS (GB
or BB), Lean &
Kaizen.
based on Benefit /
Effort.
 Formal process
followed where
100% of potential
projects classified as
LSS (GB or BB), Lean
& Kaizen.
based on Benefit /
Effort.
 Formal process
followed where
100% of potential
projects classified as
LSS (GB or BB), Lean
& Kaizen.
based on Benefit /
Effort.
Tracking System
 Finance dept and
respective
stakeholders use
tracking system
(register) as a
communication tool
to monitor
improvement
metrics, benefit
realisation,
sustainability,
project progress and
program status.
respective
stakeholders use
tracking system
(register) as a
communication tool
to monitor
improvement
metrics, benefit
realisation,
sustainability,
program status.
respective
stakeholders use
tracking system
(register) as a
communication tool
to monitor
improvement
metrics, benefit
realisation,
sustainability,
program status.
respective
stakeholders use
tracking system
(register) as a
communication tool
to monitor
improvement
metrics, benefit
realisation,
sustainability,
program status.
respective
stakeholders use
tracking system
(register) as a
communication tool
to monitor
improvement
metrics, benefit
realisation,
sustainability,
program status.

27
Specifics 2011 2012 2013 2014 2015
Project Hopper /
Pipeline
 Project hopper has 2
BB and 2 GB
projects.
 Average value of BB
project > $200K and
GB project >$100k.
 Project hopper has 6
months of BB and
GB projects.
project > $200K and
GB project >$100k.
 Project hopper has
12 months of BB and
GB projects.
project > $200K and
GB project >$100k.
15 months of BB and
GB projects.
project > $200K and
GB project >$100k.
18 ~ 20 months of
BB and GB projects.
project > $200K and
GB project >$100k.
Alignment to
Org’s Standards
 50% - BB & GB
Project executed
and / or project
execution is linked
to Org’s operational
/ strategic priorities
and standards.
 70% - BB & GB
Project executed
and / or project
execution is linked
and standards.
 80% - BB & GB
Project executed
and / or project
execution is linked
and standards.
 95% - BB & GB
Project executed
and / or project
execution is linked
and standards.
 100% - BB & GB
Project executed
and / or project
execution is linked
and standards.

28
Specifics 2011 2012 2013 2014 2015
Project Charters
 All projects are
launched with a
charter, 90% of
charter is complete
(in the Define
Phase).
 40% of charter
written by the
Sponsor & Project
Team.
 LSS to facilitate 60%
of their time on it.
launched with a
charter, 95% of
charter is complete
(in the Define
Phase).
 60% of charter
written by the
Sponsor & Project
Team.
launched with a
charter, 95% of
charter is complete
(in the Define
Phase).
 90% of charter
written by the
Sponsor & Project
Team.
launched with a
charter, 95% of
charters are
complete (in the
Define Phase). 90%
of charter written by
the Sponsor &
Project Team.
 Project charters
clear and
appropriate, written
by Sponsor and his /
her team.
Project
Resourcing - BB
(Full Time)
 1 x BB manages 1
project - duration 60
working days max (3
months).
 Total project
handled by 1 x BB =
3 projects / year.
working days max (3
months).
 Total project
handled by 1 x BB =
4 projects / year.
working days max (3
months).
 Total project
handled by 2 x BB =
8 projects / year.
working days max (3
months).
 Total project
handled by 2 x BB =
9 projects / year.
working days max (3
months).
 Total project
handled by 2 x BB =
10 projects / year.

29
Specifics 2011 2012 2013 2014 2015
Project Launch
 80% of projects are
launched with team
members identified.
 There is a launch
meeting where roles
and responsibilities,
scope, problem
statement, project
schedule are
defined.
 Sponsor attends
100% of team
Launch Meetings.
launched with team
members identified.
meeting where roles
scope, problem
statement, project
schedule are
defined.
 Sponsor attends
100% of team
Launch Meetings.
launched with team
members identified.
meeting where roles
scope, problem
statement, project
schedule are
defined.
 Sponsor attends
100% of team
Launch Meetings.
launched with team
members identified.
meeting where roles
scope, problem
statement, project
schedule are
defined.
 Sponsor attends
100% of team
Launch Meetings.
launched with team
launch meeting.
 Sponsor attends
100% of team
Launch Meetings.
Project
Resourcing - GB
(Part Time)
 1 x GB (PTE)
manages 1 project -
duration 25 working
days max (spread
over 3 months).
 Total projects
handled by 1 x GB =
1 projects / year : 5
x GB = 1.5 projects /
year.
 1 x GB (PTE)
manages 1 project -
duration 25 working
days max (spread
over 3 months).
 Total projects
handled by 1 x GB =
1.5 projects / year :
10 x GB = 2 ~ 3
projects / year.
 1 x GB (PTE)
manages 1 project -
duration 30 working
days max (spread
over 3 months).
 Total projects
handled by 1 x GB =
x GB = 4 ~ 6 projects
/ year.
 1 x GB (PTE)
manages 1 project -
duration 40 working
days max (spread
over 3 months).
 Total projects
handled by 1 x GB =
x GB = 7 ~ 9projects
/ year.
 1 x GB (PTE)
manages 1 project -
duration 40 working
days max (spread
over 3 months).
 Total projects
handled by 1 x GB =
x GB = 10 ~
12projects / year.

30
Specifics 2011 2012 2013 2014 2015
Project
Resourcing - YB
(Part Time)
 1 x YB (PTE) assists
on 1 BB or GB
working days max
(spread over 3
months).
 Total projects
handled by 1 x YB =
x YB = 1.5 projects /
year.
on 1 BB or GB
working days max
(spread over 3
months).
 Total projects
handled by 1 x YB =
x YB = 2 ~ 3 projects
/ year.
on 1 BB or GB
working days max
(spread over 3
months).
 Total projects
handled by 1 x YB =
/ year.
on 1 BB or GB
working days max
(spread over 3
months).
 Total projects
handled by 1 x YB =
/ year.
on 1 BB or GB
working days max
(spread over 3
months).
 Total projects
handled by 1 x YB =
x YB = 10 ~ 12
projects / year.
# of BB, GB & YB
Resources
 BB = 2, GB = 5, YB =
10
trained to meet LSS
in the project
hopper.
 BB = 2, GB = 10, YB =
15
trained (GB 60%
FTE) to meet LSS
in the project
hopper.
 BB = 3, GB = 15, YB =
20
trained (GB 60%
FTE) to meet LSS
in the project
hopper.
 BB = 3, GB = 20, YB =
25
trained (GB 60%
FTE) to meet LSS
in the project
hopper.
 MBB= 1, BB = 4, GB
= 25, YB = 35
trained (GB 60%
FTE) to meet LSS
in the project
hopper.
Schedule - Plan
vs. Actual
 All initiatives On
Target - 60% of the
Time.
Target - 80% of the
Time.
Target - 90% of the
Time.
Target - 100% of the
Time.
Target - 100% of the
Time.

31
Specifics 2011 2012 2013 2014 2015
Project Execution
 Formal project
execution plan in
place using DMAIC /
PMBOK framework.
 All prioritised LSS
projects follow it.
 A formal change
management
process is
consistently applied
to manage project
scope, overcome
barriers and
resistance to
change.
 Formal project
execution plan in
place using DMAIC /
PMBOK framework.
projects follow it.
 A formal change
management
process is
to manage project
scope, overcome
barriers and
resistance to
change.
 Formal project
execution plan in
place using DMAIC /
PMBOK framework.
projects follow it.
 A formal change
management
process is
to manage project
scope, overcome
barriers and
resistance to
change.
 Formal project
execution plan in
place using DMAIC /
PMBOK framework.
projects follow it.
 A formal change
management
process is
to manage project
scope, overcome
barriers and
resistance to
change.
 Formal project
execution plan in
place using DMAIC /
PMBOK framework.
projects follow it.
 A formal change
management
process is
to manage project
scope, overcome
barriers and
resistance to
change.
Control Plans
 Control plans in
place and auditing
regularly to validate
and sustain the
Improvements.
 Controls in place to
withstand resources
turnover.
place and auditing
and sustain the
Improvements.
withstand resources
turnover.
place and auditing
and sustain the
Improvements.
withstand resources
turnover.
place and auditing
and sustain the
Improvements.
withstand resources
turnover.
place and auditing
and sustain the
Improvements.
withstand resources
turnover.

32
Specifics 2011 2012 2013 2014 2015
Project
Validation
 80% of stage gate
reviews are
completed on time.
 KPI's show no
degradation greater
than 30% since the
Control Gate
Review.
 Quantifiable benefits
monitored, audited
and reported on.
 75% targets are
sustained 1 year
after the final stage
gate.
reviews are
completed on time.
 KPI's show no
degradation greater
than 20% since the
Control Gate
Review.
monitored, audited
and reported on.
 80% targets are
sustained 1 year
gate.
reviews are
completed on time.
 KPI's show no
degradation greater
than 10% since the
Control Gate
Review.
monitored, audited
and reported on.
 85% targets are
sustained 1 year
gate.
reviews are
completed on time.
 KPI's show no
degradation greater
than 10% since the
Control Gate
Review.
monitored, audited
and reported on.
 90% targets are
sustained 1 year
gate.
reviews are
completed on time.
 KPI's show no
degradation greater
than 5 % since the
Control Gate
Review.
monitored, audited
and reported on.
 95% targets are
sustained 1 year
gate.

33
Specifics 2011 2012 2013 2014 2015
Visual
Management
 Department
Managers' promote
LSS achievements
through the use of a
visual management
tools (LSS Metrics,
milestones,
artefacts' at the
departmental
information centre).
 Department
Managers' promote
LSS achievements
visual management
tools (LSS Metrics,
milestones,
artefacts' at the
departmental
 Department
Managers' promote
LSS achievements
visual management
tools (LSS Metrics,
milestones,
artefacts' at the
departmental
 Department
Managers' promote
LSS achievements
visual management
tools (LSS Metrics,
milestones,
artefacts' at the
departmental
 Department
Managers' promote
LSS achievements
visual management
tools (LSS Metrics,
milestones,
artefacts' at the
departmental
Status Reporting
 Monthly status
report prepared for
all LSS projects.
 All red and yellow
traffic lights, on the
monthly status
report will be
reviewed by senior
management at the
monthly
management
meetings.
 Monthly status
report prepared for
all LSS projects.
monthly status
report will be
reviewed by senior
management at the
monthly
management
meetings.
 Monthly status
report prepared for
all LSS projects.
monthly status
report will be
reviewed by senior
management at the
monthly
management
meetings.
 Monthly status
report prepared for
all LSS projects.
monthly status
report will be
reviewed by senior
management at the
monthly
management
meetings.
 Monthly status
report prepared for
all LSS projects.
monthly status
report will be
reviewed by senior
management at the
monthly
management
meetings.

Collaboration
34
Specifics 2011 2012 2013 2014 2015
Knowledge
Management
 Process / system
defined and
implemented for
knowledge retention
and sharing on the
improvement
outcomes.
 This system is
utilised prior to
starting any future
improvement
initiatives and / or
for replication.
 Benchmarking along
with workforce
collaboration
including RT & cross
industry will be
undertaken on a
regular basis.
defined and
implemented for
knowledge retention
and sharing on the
improvement
outcomes.
 This system is
utilised prior to
starting any future
improvement
for replication.
with workforce
collaboration
industry will be
undertaken on a
regular basis.
defined and
implemented for
knowledge retention
and sharing on the
improvement
outcomes.
 This system is
utilised prior to
starting any future
improvement
for replication.
with workforce
collaboration
industry will be
undertaken on a
regular basis.
defined and
implemented for
knowledge retention
and sharing on the
improvement
outcomes.
 This system is
utilised prior to
starting any future
improvement
for replication.
with workforce
collaboration
industry will be
undertaken on a
regular basis.
defined and
implemented for
knowledge retention
and sharing on the
improvement
outcomes.
 This system is
utilised prior to
starting any future
improvement
for replication.
with workforce
collaboration
industry will be
undertaken on a
regular basis.

Collaboration (Contd.)
35
Specifics 2011 2012 2013 2014 2015
Workforce
Collaboration
 To sustain the LSS
journey, 10% of
managers /
superintendents /
crew leaders are
trained on the LSS
knowledge (YB Level).
training - 1 BB to
coach & mentor 1
sponsor and 1 GB.
 1 GB to coach &
mentor 1 YB.
 Contingencies built in
and reviewed on a
monthly basis to
minimise degradation
of LSS KPI's (e.g.
resource turnover,
overruns).
journey, 20% of
managers /
superintendents /
crew leaders are
trained on the LSS
knowledge (YB Level)
and 10% at GB Level.
training - 1 BB to
coach & mentor 1
sponsor and 2 GB.
 1 GB to coach &
mentor 2 YB.
 Contingencies build in
and reviewed on a
monthly basis to
of LSS KPI's (e.g.
resource turnover,
overruns).
journey, 30% of
managers /
superintendents /
crew leaders are
trained on the LSS
training - 1 BB to
coach & mentor 2
sponsors and 5 GB
(max).
 1 GB to coach &
mentor 5 YB (max).
and reviewed on a
monthly basis to
of LSS KPI's (e.g.
resource turnover,
overruns).
journey, 50% of
managers /
superintendents /
crew leaders are
trained on the LSS
training - 1 BB to
coach & mentor 3
sponsor and 5 GB
(max).
 1 GB to coach &
mentor 5 YB (max).
and reviewed on a
monthly basis to
of LSS KPI's (e.g.
resource turnover,
overruns).
journey where, 80%
of managers /
superintendents /
crew leaders are
trained on the LSS
training - 1 MBB to
coach & mentor 3 ~ 5
BB
 1 BB to coach &
mentor 3 sponsor
and 5 GB (max) & 1
GB to coach &
mentor 5 YB (max).
and reviewed on a
monthly basis to
of LSS KPI's (e.g.
resource turnover,
overruns).

Change Management
36
Specifics 2011 2012 2013 2014 2015
Celebration of
Success / Team
Recognition
 All project success
celebrated including
quick wins and failure
used as lesson learned
(both documented).
 Team members
contribution and
accomplishment
including providing
constructive feedback.
 All employees receive
communication of the
value generated by LSS
on a quarterly basis,
publicised via -
newsletters / portal /
Information Boards.
 All facts and figures
are vetted by Finance
Team (for accuracy &
to avoid double
counting) and Black
Belt (completeness)
before publishing.
(both documented).
 Team members
contribution and
accomplishment
including providing
publicised via -
Information Boards.
to avoid double
counting) and Black
Belt (completeness)
before publishing.
(both documented).
 Team members
contribution and
accomplishment
including providing
publicised via -
Information Boards.
to avoid double
counting) and Black
Belt (completeness)
before publishing.
(both documented).
 Team members
contribution and
accomplishment
including providing
publicised via -
Information Boards.
to avoid double
counting) and Black
Belt (completeness)
before publishing.
(both documented).
 Team members
contribution and
accomplishment
including providing
publicised via -
Information Boards.
to avoid double
counting) and Black
Belt (completeness)
before publishing.

Change Management (Contd.)
37
Specifics 2011 2012 2013 2014 2015
Communication
Plan
 One (1) workshop
performed during the
year, to facilitate face
to face
communication to all,
on mission, vision and
objectives and how
LSS role contributes
towards it.
 Regular follow up
with all involved and
formal progress
reporting on
milestones against
targets.
 LSS project pipeline
established and LSS
savings target
estimated for the
year.
 Deployment strategy
along with roadmap
utilised for regular
communication
 Two (2) workshops
to face
objectives and how
towards it.
formal progress
reporting on
milestones against
targets.
established and LSS
savings target
estimated for the
year.
along with roadmap
communication
 Four (4) workshops
to face
objectives and how
towards it.
formal progress
reporting on
milestones against
targets.
established and LSS
savings target
estimated for the
year.
along with roadmap
communication
 Ten+ (10 ~ 12)
workshops
to face
objectives and how
towards it.
formal progress
reporting on
milestones against
targets.
established and LSS
savings target
estimated for the
year.
along with roadmap
communication
 Fifteen+ (15+)
workshops
to face
objectives and how
towards it.
formal progress
reporting on
milestones against
targets.
established and LSS
savings target
estimated for the
year.
along with roadmap
communication

38
“In the business world, the rear view mirror
is always clearer than the windshield.”
- Warren Buffett

39
Good Luck
http://www.linkedin.com/in/anandsubramaniam

LSS - 5 Year Strategy

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