Development and Lessons Learned: LSS/DFSS Enabled Organizational Metrics in US Army Laboratory

March 03, 2021 | 07:00:AM - 07:00:PM CT

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  • Using Lean and Six Sigma to Manage Quality as a Project


Speaker Profile Picture

Colin Wasiloff, MBB, DFSSBB

CPI Deployment Director


Most executives, change leaders, and LSS practitioners emphasize that customer satisfaction and excellent service are top priorities and keys to success. Yet guidelines on how to get that Voice of the Customer (VOC) data and use it to improve and augment LSS change initiatives are elusive. This session is all about how to achieve those goals with speed and simplicity. The answers use unconventional thinking to achieve outstanding results. The magnitude of the challenge becomes clear when you ask any ten employees (a) what “service” means, (b) who “the customer” is, or (c) what customers’ top priorities are. Leaders are often surprised that consensus is elusive, meaning success will be, too. How can we have evidence-based enterprise direction when we aren’t clear who to get the evidence from or what to ask? We can fix this by using a new paradigm and pragmatic method for achieving unambiguous agreement on the answers to these essential questions. Your goals for understanding, measuring, and satisfying customers are suddenly simplified. Tools such as surveys, quality function deployment (QFD), the Kano model, ISO 9000, LSS, and others have attempted to capture the voice of the customer (VOC). While they have all made contributions, NONE answers key questions every practitioner must answer. This session provides those answers. You will be equipped to go beyond traditional approaches that rely on surveys, reactive problem-solving, and Industrial Age methods. Once we understand what customers want, it is often assumed delivery will be straightforward, customer experience advances, and competitiveness will improve. Rarely is that the case. Success is dependent on seamlessly aligning the customer priorities across the relevant functional silos within the enterprise. The methodology you will learn shows how to do this with speed and simplicity while building employee engagement. One example that illustrates what is possible: One organization learned and applied what its customers wanted most. It deployed the new knowledge across several functional groups, creating a common mission and method of execution. Results included jumping from a rank of 25th to 3rd of fifty competitors in performance and satisfaction in 18 months, simultaneously winning top Baldrige Award honors and saving $20 million. The tidal wave of customer kudos felt good, too. Many practitioners like you have gotten similar results. The advanced, easy-to-apply concepts you will use are particularly well suited to knowledge work. That’s because these principals were specifically developed for knowledge-intensive organizations, not manufacturing. But many industries now use it, confirming many users’ conclusion that any organization can become a model of customer-centered excellence. The methodology presented combines both rigor and simplicity for a repeatable method accessible to all practitioners, no matter what their role in the enterprise. Humor is used throughout, making an otherwise dry and technical topic fun, personally relevant, and memorable. CLICK HERE to complete the session survey