Since non-profits are missioned-based and not revenue-based, the culture isn’t necessarily a direct fit with the methodologies of Six Sigma. For the implementation of Six Sigma into a non-profit to be successful, complete commitment of both upper management as well as the entire organization is required.

This would require special training, as well as establishing a company culture that is structured so that Six Sigma can work its magic. Even though a non-profit is not revenue oriented, it can still benefit from a well-oiled machine running perfectly — meaning less waste and better use of resources, which would add up to more revenue the non-profit can use towards their mission.

It Takes Total Commitment, Especially From Upper Management

Upper management must be on board because it does take a monetary investment. The training is a truly short term inconvenience for the benefits that full Six Sigma implementation would benefit the non-profit’s mission.

A baseline assessment in every work process must be completed before any thing can begin. This baseline includes the focus of the audience or market that is being helped by the non-profit’s mission.

Much of the initial expenses will go towards training, consultations and facilitation of Six Sigma; this includes the salary of a Black Belt, and other potential Six Sigma pros that might be needed. Remember this is a short term inconvenience for long-term success.

For more information on our Six Sigma training courses and services, please visit 6sigma.com. 

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Key Element #1 – Create a Diverse Lean 6 Sigma Team

Creating a diverse team is more than just balancing gender, race, or any other factor. It is about putting together a team of people who can work together in a way that encourages active participation by all members and open discussion of all perspectives.

The best strategy is to look at the process to be addressed and select people from several perspectives related to that process. For example, a typical lean 6 sigma team might include:

• Someone who uses the process
• Someone who is a customer of the process
• Someone who is a supplier for the process
• Someone who is an expert on the process
• Someone who is unfamiliar with the process
• Someone who is objective and can facilitate

Depending on the size of the lean 6 sigma team, there may be multiple people from each category. Remember, too, that most process problems are due to human issues rather than technical issues, so the lean 6 sigma team should be balanced in terms of technical and non-technical members.

The following table provides more detail about each team member category.

Key Element #2 – Create the Right Lean 6 Sigma Team Size and Structure

Most lean 6 Sigma Teams experts will tell you that the best size for a project team is somewhere between three and twelve people. Be sure to take into consideration the advantages and disadvantages of small vs. large team size.

Regardless of lean 6 sigma team size, a core structure of roles is necessary. Common roles might include:

• Project Director
• Team Manager
• Facilitator
• Notes and Meeting Minutes
• Sub-Team Leaders
• Senior Management/Steering Committee Liaison

The scope and titles of roles will of course vary depending on the size of the team and the lean 6 sigma project.

Key Element #3 – Choose the Right People

No team of any size or structure will be successful if individual members do not have the qualifications and characteristics to work well together. Technical expertise is important, but should not be the primary factor considered when selecting lean 6 sigma team members. Interpersonal skills, creativity, honest communication and team focus are arguably the most important qualities a team member needs.

Some experts suggest you avoid putting people on the team who are known to disagree or otherwise challenge each other so that the team does not slide into dysfunction. Others, though, suggest that with a good facilitator and members who are willing to abide by set ground rules, such internal challenges can improve the project outcome thanks to frank and active discussions.

Regardless of the lean six sigma team composition, to maximize success the group as a whole should demonstrate the following:

• Focus and purpose
• Problem solving
• Respectful interpersonal relationships
• Open, honest communication
• Mutual support
• Accountability
• Commitment to the project goals

Key Element #4 – Give Them the Right Tools

“The right tool for the job” is a well-known cliché, but it is as true for Lean 6 Sigma Teams projects as it is for anything else. A Lean 6 Sigma teams projects must have the right tools to do their job in order to achieve project goals.

At minimum, the team should have the following tools at their disposal:

Initial Team Building Activity

This should occur before any real work begins. It does not have to be fancy or lengthy, but it does need to be effective at helping team members get acquainted with each other and establish positive relationships.

Appropriate Facilities

The lean sigma six group’s workspace should be big enough to accommodate everyone comfortably and allow room for other tools such as flip charts, projectors, white boards, etc.

Conflict Resolution

There will inevitably be conflicts of some sort within the Lean 6 Sigma Teams, whether major or minor. The group should discuss conflict resolution in advance and agree on a method of resolution that will apply.

Ongoing Motivators

This can be anything from team building to fun activities to regular breaks or something similar. The idea is to intersperse opportunities to take a break from the workload and refresh the lean 6 sigma team’s energy level.

Support for Participation

Any lean sigma 6 team members who are pulled away from their regular duties to be part of the groups must have the full support of their supervisor, manager or department head. If they are distracted by pressures or resentment due to time away from their regular job, they will not be able to contribute as fully to the lean 6 Sigma Teams projects.

Responsibility and Authority

Every member should be willing to take on the extra responsibility of team participation. It is just as important, though, that the organization grants them the authority to take actions to achieve a lean 6 sigma project success.

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Learn more information about 6Sigma.com’s Lean Six Sigma training coursework, available as classroom, onsite, or online options.

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All types of businesses can benefit from Lean Six Sigma principles. The concept was originally developed under the leadership of Bob Galvin at Motorola. Since this time, major companies, such as General Electric, have utilized the principles of Six Sigma to improve their organizations.

Lean 6 Sigma and healthcare has many implications. The healthcare system is one industry that has benefited from the principles. With more efficient business practices, organizations can become more profitable. A closer examination of a case study will illuminate how companies have used Lean Six Sigma principles to improve business practices.

Lean 6 Sigma Case Study of a Not-For-Profit Major Medical Center

This hospital wanted to reduce the setup between surgical cases and changeover in the inpatient surgery department. Staff noticed that patient care could be improved by increasing the overall efficiency. An efficient operating room (O.R.) would improve patient care, O.R. capacity and physician satisfaction.

The Lean 6 Sigma leader conducted an analysis of the current practices within the O.R. The analysis revealed areas of waste. Waste is known as MUDA. MUDA limited the hospital’s ability to be responsive to the patient’s and physician’s needs. Spaghetti diagrams, process maps and observation forms are included in the single minute exchange of dies (SMED) process and can help to improve efficiency through analysis.

To alleviate some of the problems in the O.R., visual indicators or Color Coding was used to clarify the process. The new business practices and the standardization of changeover processes helped to improve processes. Employees were trained and teams were developed to accomplish this goal according to the guidelines.

With training, the O.R. staff reduced the time spent managing the turnover process by 46 percent. The organization also became 60 percent more efficient within the team. Efficiency is the goal of any company attempting to implement lean Six Sigma best practices. Lean 6 Sigma best practices can be used in a variety of settings. From software to healthcare, organizations can benefit from Lean 6 Sigma methodologies. This case study demonstrates how Lean 6 Sigma can be beneficial even in a clinical setting.

Lean 6 Sigma is Beneficial in Healthcare

Lean 6 Sigma best practices can be used in a variety of settings. Lean 6 Sigma was not traditionally used in healthcare, but the principles translate effectively into clinical settings. Healthcare professionals have more job satisfaction because patients are served more proficiently and the payment cycles are shorter. Lean 6 Sigma can be used in an assortment of situations successfully.

Learn more information about 6Sigma.com’s Lean Six Sigma training coursework, available as classroom, onsite, or online options.

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