Deploying Lean Six Sigma or any Business Process Improvement Initiative

Improvement Initiative:

Years ago, when Lean Six Sigma was “young”, companies invested significant money to deploy it by leading
the effort with huge training waves.  The return on that investment was slow since projects tended to take 8-12
months before they’d begin to produce savings.  Additionally, an up front investment in deployment infrastructure
was created to help support the Belts so that they could focus and deliver savings to the business.

Today, some will say that model is dead.  We at Avior Group believe the model is simply different.  There is still a need
for training and infrastructure; however the timing may need to be adjusted in order to maximize ROI and cultural engagement.  Additionally, assessments are leveraged early to understand organization readiness and the value landscape.  Below is a description of what we feel are the 4 important elements of a deployment.  The specifics
of how and when these are done depend on your organization.


Assessment of Current State:
Understand the current state of the organization and readiness to support a methodology that will provide
structure and accountability for results.

Having the right structure and team in place is crucial to having a successful Lean Six Sigma or process improvement initiative. If you are just starting to investigate if deploying an Organizational Excellence, BPM or Lean Six Sigma methodology or have some progress and successes with your deployment, a Readiness/Maturity Assessment
would be the first step and our recommendation at any level.

The assessment would provide you and your team an outline or roadmap from our16+ years of deployment in many industries. We have provided guidance and tools to help mitigate some of the challenges with the culture and discipline needed to realize and/or exceed the desired objectives.

Align Leaders, Objectives and structure:
Establish or revisit Governance using a Steering Committee to provide oversight management ensuring financial measures are in place, data is available for projects and the infrastructure will support and be able to manage
the cultural challenges including the ability to coordinate changes as needed in the deployment.

Identify Projects and appropriate level of training:
Including but not limited to an opportunity diagnosis, prioritization methodology and ongoing Project Selection
pipeline including cross functional and department specific opportunities. Financial Validation of benefits is
crucial in order to manage any internal leadership challenges or changes. System needs to be robust, audit
resistant and quantifiable. Training designed to meet the needs based on maturity of the organization.

Personnel Selection:
Determine appropriate Champion and Full Time Black Belt resources, the impact and linkage to human resource development, ongoing resource needs and skill development, material preparation and distribution, project management needs and structure and the ability to track progress and evaluate project impact, sustainment
of results and leveraging opportunities.



iPlus Champion Training
(Click here for details)
iPlus Yellow Belt
(Click here for details)
Training Outcome
General understanding of the deployment and how Lean Six Sigma or the chosen initiative
will be structured and
opportunites for all staff
An individual with a transformed approach to solving problems
An individual that has applied some basic LSS tools to solve
an important problem and learned the power of the
tools in the process
The "Koolaide" analogy
A sip of LSS and the
deployment "Koolaide"
The mixers and suppliers of the "Koolaide"
They sipped and felt a tingle
from the LSS "Koolaide"
Optimal Candidate
All staff and managers
at all levels
An executive, Director and manager responsible for making
a difference within the
organization and expected to
participate in the LSS deployment
A motivated individual that
has a desire to make processes better and truly enjoys
change and learning
The financial return
Measured as part of their overall performance objectives
Highly dependent on
project selection
Project Report out in the Control Phase with shift change in performance from
baseline measures
Training Duration
2 hours, typically
2 - 3 Days
3 days, tailored to company specific deployment


Deployment Training Offerings

  • iPlus Yellow Belt
  • iPlus Champion Training

Course Dates: TBD

iPlus Yellow Belt
Changing an organizations culture can’t be done by selecting a few key individuals and imparting upon them deep knowledge in the operational excellence tools.  Change on a broad scale must also systematically touch many more people so the organization can realize rapid results (like the exponential spread of a disease!).  Avior Group has designed a unique offering that is targeted at jump-starting change – right at the point where change has to happen, at the individual level.

Typically done on-site as part of a deployment, iPlus Yellow Belt training is intended to jump start change; creating excitement and momentum for the initiative.

Prior to the class, the participant should complete the following:

  • Developing a problem statement and assemble current baseline performance data
  • Selecting a team of resources to attend who can aid in the
    specific project opportunity
  • Identify the target objective

What makes the iPlus Yellow Belt program different than the other offerings?

  • Exposure to some basic innovation tools so that teams solutions can get closer to the
    truly elegant solution
  • This training is focused around project application - teams are required to work a project
    together during the training.
  • We strongly suggest Yellow Belt teams periodically report out their progress until they complete the control phase and realize measurable benefits.  Once they complete the control phase they are certified as a team and expected to achieve a savings target annually in order to maintain their yellow belt status.
  • Yellow Belt training is typically initiated after the black belts have been trained and project success demonstrated. Then the Black Belts or Green Belts can aid the Yellow Belts as questions come up with respect to tool application and measuring shift changes in performance.

The Investment:

  • ~ 3 days of peoples time
  • On-site service, part of deployment process and timing based on deployment maturity

The Return:

  • Helps organization realize some immediate benefits and develop
    skills to reduce project cycle time.
  • Team dynamics, increase in problem solving skills, business acumen
    and accountability.
  • Focus on managers and their issues initially will aid you in accelerating
    the cultural adaptation and measurable impact of Lean Six Sigma.


Course Dates: TBD

iPlus Champion Training
Successful “grass roots” Operational Excellence initiatives are as rare as …..  Even the best Belts will have suboptimal results and in some cases depart for “better opportunities” if there is not adequate support for process change. 
At the cross-hairs of this support network are the leadership of the company
– the executives, directors, and quality leaders.  These are the people that can greatly influence the success of Belts by understanding the critical success factors of successful deployments.

This program is designed to translate strategic direction into action, the focus is on the steps required for successful project completion, including project selection, phase deliverables and the appropriate use of Lean Six Sigma and how DFSS or innovation can be part of your continuous improvement journey.
Participants will discuss how to align projects with key business objectives, possible organizational barriers and potential remedies. Champions will learn critical success factors and implementation strategies from previous deployment experiences with other organizations.

What included in the iPlus Champion session:

  • Details on how Lean and Six Sigma can promote a data driven culture, enhance learning and growth and support accountability for results.
    • How the DMAIC process works to complete projects
    • How Lean eliminates waste and reduces process cycle time
    • How Six Sigma is used to understand and reduce variation and impact to internal/external customers
    • How to get started and how the plan could be developed to support your organization, including examples of CT flow down to identify project opportunities
    • Benefits of methodology and how to manage resource and change support.
    • Why measurable results are beneficial for organizational success
    • Up to 5 hours of Executive coaching and guidance for your organization

The Investment:

  • Traditionally an On-site service, early part of deployment process
  • Time: 2.5 days

The Return:

  • An understanding of your organizations current state of maturity
    with your continuous improvement journey. An ability to develop
    a roadmap and specific plan to accelerate results and validate
    financial and cultural impact.