Lean Six Sigma Bursts

This is the final part of the 2006 speech given by Rockwell Collins CEO, Clay Jones. I worked at Rockwell Collins from 1999-2017, and was heavily involved in the Lean Electronics program.

In this clip, he answers audience questions:

1) How to immerse Lean into the culture?

2) How is he going after employee healthcare costs? (asked by George Koenigsaecker)

3) What are the biggest barriers he is concerned about?

In his answers, he mentions the importance of coaching and mentoring, but also discusses the classroom and virtual training courses, knowledge management and the Communities of Practice program.

He also shares some of the work that Rockwell Collins has done to drive Lean into healthcare (including a grant program I worked on).

Finally, he stressed the importance of not being complacent, always looking for waste and reducing cost of nonconformance, and the strive for continuous improvement. I also share my thoughts on what happened to the Lean program when Kelly Ortberg (now the Boeing CEO and President) took over for Clay in 2013.

You can watch the entire video at ⁠⁠⁠http://techtv.mit.edu/videos/16101-leading-rockwell-collins-lean-transformation⁠⁠⁠

Additional Links

This is part 5 of the 2006 speech given by Rockwell Collins CEO, Clay Jones. I worked at Rockwell Collins from 1999-2017, and was heavily involved in the Lean Electronics program.

In this clip, you'll hear him discuss the 5 lessons learned from the first 8 years of the Lean journey at Rockwell Collins (1998 to 2006).

"If leadership isn't driving your Lean transformation, don't even start. It's like teaching a pig to talk. You're wasting your time, and you're annoying the pig" - Clay Jones

He shares some impressive results that were partly due to Lean implementation. Stock price increase of 260%, return on investment capital from 21% to 38%, sales almost doubled from $1.8B to $3.5B, net income over 80%, both business units over 18% operating margin, along with the traditional improvements to on-time delivery, customer acceptance (quality) and sales per employee.

You can watch the entire video at ⁠⁠⁠http://techtv.mit.edu/videos/16101-leading-rockwell-collins-lean-transformation⁠⁠⁠

This is part 4 of the 2006 speech given by Rockwell Collins CEO, Clay Jones. I worked at Rockwell Collins from 1999-2017, and was heavily involved in the Lean Electronics program.

In this clip, you'll hear him discuss how they expanded on the Core Process Optimization efforts to move to Lifecycle Value Stream Management. This allowed them to address the wastes in the handoffs between major processes. The VSM roles required them to change their roles, metrics, behaviors and cost allocations.

"Lean is a journey, not a destination" - Clay Jones

He also shares how they expanded Lean into innovation and creative processes like Engineering, Design and Development and Research. This broke the stereotype that Lean was only for manufacturing. The standardization of these major processes helped bring some consistency and efficiency to how a product was proposed, funded, managed, designed, transitioned and supported.

He also reiterated the importance of knowledge management in capture information and disseminating it across the organizations and value streams.

You can watch the entire video at ⁠⁠⁠⁠http://techtv.mit.edu/videos/16101-leading-rockwell-collins-lean-transformation⁠⁠⁠⁠

This is part 3 of the 2006 speech given by Rockwell Collins CEO, Clay Jones. I worked at Rockwell Collins from 1999-2017, and was heavily involved in the Lean Electronics program.

In this clip, you'll hear him discuss why they brought in some external consultants like John Shook and Denny Mead to try and figure out why all the improvements were not showing an impact on the bottom-line results or other key metrics. The RC Scorecard was developed to give a balanced view across the company, and it included a critical metric, called Cost of Nonconformance (CONC), which I was heavily involved with. He also discusses how leadership needed to become more engaged in value stream mapping to help drive the right improvements in the right areas by following the new "Lean Roadmap."

You can watch the entire video at ⁠⁠http://techtv.mit.edu/videos/16101-leading-rockwell-collins-lean-transformation⁠⁠

This is part 2 of the 2006 speech given by Rockwell Collins CEO, Clay Jones. I worked at Rockwell Collins from 1999-2017, and was heavily involved in the Lean Electronics program.

In this clip, you'll hear him discuss how they created and rolled out Lean Electronics program across both manufacturing and the office, and selected Decorah (Iowa) as the pilot site. In the first few years (1998-2000), they achieved lots of successes (conducting over 600 kaizen events a year with reductions of 20-40%), but something was missing.

Enterprise Value Stream Mapping was added through an initiative called Core Process Optimization (CPO) to look at major pieces of the customer journey, from Sales and Marketing, Design and Development, Build (Manufacturing) and Sales and Support.

You can watch the entire video at ⁠http://techtv.mit.edu/videos/16101-leading-rockwell-collins-lean-transformation⁠

For the next few podcasts, I'll be sharing clips from a 2006 speech given by Rockwell Collins CEO, Clay Jones. I worked at Rockwell Collins from 1999-2017, and was heavily involved in the Lean Electronics program. I credit Clay and the "Lean Electronics" program for giving me the skills and experience to make this my passion, allowing me to eventually open up my consulting business, BPI.

In this video, you'll hear him discuss how he first learned about Lean from Boeing, and what the customers were telling him about their products and services and what needed to improve.

You can watch the entire video at http://techtv.mit.edu/videos/16101-leading-rockwell-collins-lean-transformation

In a recent class I taught, we were discussing the Project Charter, which asks you to fill in the baseline data for the metric you're trying to improve.

I explain how you need to be persistent to find data, and not to start a project if you don't have any data, especially for a training class, or for your first project.

I also answer a student question about how many samples you need for the baseline. You can also listen to a previous podcast (episode #25) about why we need 30 data points: https://spotifyanchor-web.app.link/e/VAoKfXBelJb

If you're interested in taking a Lean, Green Belt or Black Belt course, consider these self-paced affordable courses from OpEx Training: ⁠https://www.leansixsigmadefinition.com/shop/⁠

In this podcast, I share a short clip from a recent training class, explaining the benefits of Lean Six Sigma Green Belt training to an organization, but more importantly, why it's important to the people attending the clas personally.

If you're interested in taking a Lean, Green Belt or Black Belt course, consider these self-paced affordable courses from OpEx Training: https://www.leansixsigmadefinition.com/shop/

In episode 101, I share an interview clip from John Barnett, former Boeing Quality Manager, as he discusses the culture of quality that might explain the recent airline issues. He was found dead while he was giving a deposition about his former company, but I don't go into those details. I wanted to share my insights about a comment he made that inspection is non-value added, and how I think it has been misunderstood.

Inspection is non-value added, but that doesn't mean you stop inspecting. You need to remove the causes for the inspection before you can even consider removing or reducing inspection or test.

Links

In episode 100, I share a segment of a Lean Six Sigma Green Belt training course I conducted, where I went into details about the Fishbone Diagram and the 6 M's, and I thought you might find it useful.

When you are trying to uncover possible causes of a problem, using the 6 M's with a Fishbone Diagram is a great way to enhance your team brainstorming, and methodically narrow down the causes through a process of elimination.

I've also posted a video of the slides I presented, if you want to see the graphics and gain more insights from what I shared.

Links