We believe that Speed is a fundamental prerequisite to the success of any organization, i.e. those that live it succeed and those that don’t eventually fade away. To this end, we are obsessively focused on constantly improving the Speed of deployment execution, the Speed of executing projects, the Speed of the redesigned processes themselves, etc.  An example of how we live this mantra is the Deployment Alignment and Acceleration Workshop, which shaves months off the front-end of a Lean Six Sigma deployment, while at the same time generating deep buy-in from all key stakeholders, building organizational momentum for the deployment, facilitating optimum decision making and ultimately supporting the rapid achievement of true sustainability.  Another example is our strategic use of Kaizen Events heavily up-front in deploying Lean Six Sigma and liberally throughout the deployment.
We believe that every client is unique, with unique objectives, challenges and culture.  As such, a custom solution is required for each client.  The key to our success though, is in being able to build a custom solution without starting from a ‘white sheet of paper’.  We apply the  proper balance between building truly custom solutions and leveraging known ‘Best Practices’; with the ultimate result being the best possible solution for each client which will shorten implementation cycle times and improve results.  The Deployment Acceleration and Alignment Workshop is an excellent example of the application of this approach.  Embedded within the workshop is the sum of our Lessons Learned and Best Practices about deploying Lean Six Sigma, i.e. what has worked, what hasn’t worked and what has yet to be tried; compiled through the successful implementation of numerous deployments over the past 10 years.  Through the execution of the Deployment Accelereation and Alignment Workshop, the client is led systematically through the decision making process for deployment, assuring no question/decision/action is missed, reviewing all of the Best Practices and in term making decisions which best fit their organizational goals and culture.  The result is a custom solution built upon known Best Practices, achieving rapid success and sustainability.
Without true Sustainability, all results eventually wither away and the value of the hard work expended is lost.  It is essentially the book-end to Speed, in that together they are prerequisites to success.  We achieve Sustainability in two ways.  First, the path to Sustainability is fundamentally embedded within the methodologies and techniques we deploy.  For example, the basic purpose of the ‘Control’ phase of the DMAIC Lean Six Sigma process is about Sustainability.  Another example is our deployment methodology, which includes the Deployment Acceleration and Alignment Workshop discussed earlier.  This workshop has been built through years of achieving Sustainability for our clients.  These examples, and many others, are simply part of our approach, not an incremental activity that must be done to assure Sustainability happens.  Second, we apply custom tools whose fundamental purpose is to achieve Sustainability.  An example of this is our Deployment Maturity Assessment, which facilitates an unbiased assessment of Sustainability and progress against the goals of the organization and the deployment.  It highlights the ‘weak’ points and allows for the focus of resources and energy in achieving true Sustainability.
Ultimately, true change only happens when each individual in an organization affected by change can personalize that change on their own terms and understand how they fit into the ‘new world’. We address Change Management in 3 different ways. First, we begin every deployment of Lean Six Sigma with a Change Readiness Assessment. The primary objective of the Assessment is to identify the barriers to successful change, such that they can be addressed and mitigated or the Deployment is modified to accommodate them. Second, we offer a deep-dive into affective Change Management through our Project and Change Management training, a front-end, optional curriculum element for both Green Belt and Black Belt training. The purpose of this training is to develop the student Green Belts and Black Belts into affective change agents. Third, we embed Change Management into our deployment methodology. Our deployment methodology is the result of numerous successful implementations in both private and public sector companies. We incorporate any applicable Lessons Learned and Best Practices derived from each implementation into the subsequent implementation. The result is time-tested, but flexible, deployment methodology that incorporates Change Management at its very core.