Challenge: A $1 Billion division of an international conglomerate wanted to implement the Lean Six Sigma approach across 4 plants in the United States and Mexico. Lean Six Sigma was known by some in the organization but was not widely accepted or embraced. The objective was to dramatically reduce costs in the current poor economic climate utilizing the Lean Six Sigma methodology, tools and philosophies.

Outcome: A training program and organizational structure was created to drive cost savings across the business. A corporate steering team was created with members from all functional groups and plants. These individual "champions" were trained Black Belts with responsibility for a local steering team and deployment in their areas. Efforts were then directed toward the creation of the infrastructure:

• Implement a "blended" training curriculum which consisted of on line training and workshops held every two weeks.
• Create soft training for leadership, teamwork, organizational agility (or getting things done) and presentation skills.
• Re-focus the hard skills training around examples of using the Lean Six Sigma tools.
• Drive certifications for Green Belts over a 6 month period with the completion of a project and Black Belts over an 8 month period with demonstrated knowledge of the Lean Six Sigma core competencies in addition to a project completion.

• Each local steering team created their own project hopper with priorities and resources and ownership of project success.
• Projects were conducted through the Lean Six Sigma process and outline.
• The Champion (i.e. Black Belt) mentored and trained Green Belts and project team members in their groups.
• Project cycle time and savings were calculated and tracked on a monthly basis.
• Project Team leaders presented their projects monthly to the steering teams.
• Lean Six Sigma successes were publicized through the quarterly newsletters and management meetings.