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Kaizen Lean Six Sigma Breakthrough Strategic Business Improvement Transformation strategic management

Richter Consulting Group Kaizen Lean Six Sigma Breakthrough Strategic Business Improvement Optimization Transformation Consultants Melbourne Australia

Richter Consulting Group Kaizen Lean Six Sigma Breakthrough Strategic Business Improvement Optimization Transformation Yellow Belt Green Belt Black Belt Coaching Mentoring Training and Certification Programs Melbourne Australia

Yellow/Green/Black Belt Training & Certification in Melbourne

Lean Six Sigma Training in Melbourne
​​​Richter Consulting Group of Melbourne Australia Kaizen Lean Six Sigma Breakthrough Strategic Business Improvement Optimization Transformation Yellow Belt Green Belt Black Belt Coaching Mentoring Training and Certification Programs Melbourne Australia

Lean Six Sigma Yellow/Green/Black Belt Training & Certification in Melbourne

Lean Six Sigma Training in Melbourne​ As one of Melbourne's leading Strategic Business Improvement Consulting Groups @ Richter Consulting Group (RCG), we are passionate about delivering world class breakthrough strategic Kaizen Lean Six Sigma process and customer service outcomes, coaching training mentoring and reskilling your teams in Lean optimisation methods and tools


​#Lean Six Sigma Green Belt Training

  • Yellow/Green/Black Belt Training & Certification in Melbourne


  • Lean Six Sigma Training in Melbourne


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Structured Problem Solving and Training Techniques to achieve Best Practice Outcomes

















Kaizen, Lean and Six Sigma methodologies are proven and considered globally the best way of achieving “World Class” business performance and customer service outcomes in manufacturing and services based organisations.

The greatest challenge for many organisations is the rollout and deployment of the initial program to achieve the required factors of engagement in skills, knowledge transfer and cultural maturity; thus ensuring that the initial deployment rollout does not fail or flounder. Historical evidence shows that if those methodologies are rolled out unstructured a failure rate of 70% plus have occurred during the early years of program deployments.









 

 

 





Graphic 1 shows the benefits of the structured gradual step deployment of these continuous improvement methodologies and the best practice outcomes, helping organisations to evolve and mature.

On the commencement of any new Kaizen Lean Six Sigma project, be it in the undertaking or deployment rollout phase, when reviewing the management control systems deployed by "low level practitioners", we have observed that many projects were commenced without an adequate review of the complexities of the problem required to be resolved. As a result many improvement opportunities are not maximised or overlooked.

This of course results in inefficiencies throughout the life cycle of the project, such as engagement and/or poor application of resources and at best a compromised or missed benefits outcomes. ie a "Green Belt" project that has "high risk" or that may have "complexed" process or customer service streams, ie across many departments or business divisions to be resolved. 

Transformation projects of this nature > $500K, need to be commenced by an experienced Black or Master Black Belt as the project facilitator, assisted by Yellow and Green Belt team members.

Once saving opportunities are identified and itemised, they need to be pre-scoped prior to qualifying for project inclusion.

Graphic 2The following methodology approach selection guide will assist you with the direction and selection of projects we have observed on many occasions

 

 














Aligned with the above project selection matrix guide, another business critical application issue is ensuring that your team members and that also includes the executive leadership management sponsors that have the appropriate skills to champion change that requires the latest Kaizen Lean Six Sigma and project management skills to control and manage the project to be undertaken.

Graphic 3 The following methodology and accreditation approach is highly recommended prior to launching any organisational wide transformation or deployment programs

 












 



The number of team member champions to be trained and to what belt level is dependent on the number of themed projects identified prior and scoped into your new strategic - vision and operational plans, we strongly suggest that a full Lean Six Sigma (LSS) & Voice of the Customer (VOC) base line capability position must be generated prior to commencing any major transformation and project based deployment program, more detailed reading at Kaizen Lean Six Sigma Strategic Vision Best Practice Overview and addressing your customer experience best practice overview @ Voice of the Customer


These include quantified ROI benefits realisation against themed based projects for each nominated project champion, upon successful completion of the champions project and delivery of the projected hard ($) type savings and soft type cultural change and engagement factors, the champion team members will be assessed against nationally recognised competency based standards and finally accredited with the Belt qualification and competency certification, more detailed reading/learning @
Our Training Programs 


There are many root causes that contribute to transformation and deployment failures when initially deploying your C.I / T.Q.M / OP Ex launch program, many studies have confirmed deployment failure rates of between 50% to 70% + these are some of the majors key issues

  • Poor executive leadership commitment and sponsorship, and a capable LSS MBB/Sensei facilitator / mentor / coach and facilitator to reskill your team members with LSS Leadership / methods / systems / tools and project management leadership capability 
  • Poorly aligned Strategy, purpose, vision, critical business measures, reporting and  deployment execution, including key quantification and visualisation of your customer position VOC/QFD/CTC/COPQ  modelling  
  • Lack of skills/knowledge and insufficient training prior to the deployment/launch rollout
  • Poorly scoped identified and quantified projects, must be a mix of low hanging fruit opportunities and some business critical projects to gather the momentum of change and to gain confidence with your nominated change champions  
  • Not developing a communication master strategy plan before deployment launch - transparency  / reasons for change / weekly project updates / documenting rollout is supported and committed by the CEO/board and his direct reports/and the executive sponsor
  • Attempting to launch and utilise methodologies that the organisation is not capable of performing / measuring / skills / competency's or understanding - a very common deployment failure cause !
  • Poor data and measurement systems capability to quantify/identify opportunities and scoped benefits
  • Poor process owner support and mentoring from the executive sponsor and the company
  • No regular tollgate reviews to confirm project status, support items and tasking of delivering of scoped and quantified benefits linked to the overall corporate strategy and operations plans


Please refer to our detailed best practice article that covers many of the above core issues, more learning and reading @ WHY DO 70% OF CHANGE/TRANSFORMATION PROGRAMS FAIL & DON'T ACHIEVE ROI VALUE + CULTURAL CHANGE ?


Graphic 4 The following slide defines the most commonly utilised methods and practices to resolve issues from simple to the most complexed problems  

 










 







more detailed learning/reading @ Kaizen Lean and 6 Sigma Best Practice Leadership and Technical Overview  

These include quantified ROI benefits realisation against themed based projects for each nominated project champion, upon successful completion of the champions project and delivery of the projected hard ($) type savings and soft type cultural change and engagement factors, the champion team members will be assessed against nationally recognised competency based standards and finally accredited with the Belt qualification and competency certification, more detailed reading @ 
Our Training Programs

We are an Australian based business improvement consulting service supplier covering the Asian Pacific Regions and also work closely with many global "Best Practice" organisations to deliver sustainable with lasting cultural change to achieve maximum engagement and outcomes, read more @  
About Us and our detailed service offerings @ Our Services

For an obligation free discussion on your strategic vision and operational realignment programs covering your process and customer service outcomes, customer experience, statistical data analysis and visualisation, project based transformation, deployment and cultural engagement challenges with leadership coaching/mentoring certification deployment programs, please contact us on
+61 3 9432 0166 or email info@richterconsulting.com.au

#Lean Six Sigma  #Leadership  #Mentoring  #Training  #Strategic Management 

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