“Deliver process improvement results in half the time.”
This is the vision of RCI Consulting
We do this by engaging the leadership team first, to focus on executing strategy and avoiding projects that will die slowly on the vine due to lack of resources. In our experience, this is a primary failure mode of process improvement teams that can be eliminated up front.
The strength of our training program is our instructor / coaching team. RCI combines our 20+ year process experts with a lean six sigma curriculum containing the most effective project management skills, hands-on simulations and tools from the lean six sigma methodology.
Our core curriculum includes traditional Sponsor, Black Belt, Green Belt, Kaizen Leader and Master Black Belt training. Class time is 25% to 50% hand-on, using simulations and exercises to learn the tools as well as working on student’s projects in class. All project charters are reviewed and approved by the instructors prior to class.
Our trainers are certified Master Black Belts, and will coach your project leaders through successful completion of their projects in about half the time as traditional approaches, which gets results faster. Coaching is normally a combination of on-site and remote support (using screen sharing and video chat technology).
RCI grants lean six sigma certification after completing the course, passing the final exam and practical demonstration of the tools. This means completing two projects for Black Belt or Kaizen Leader certification, or one project for Green Belt certification (some companies may also choose to also have a minimum hard savings requirement).
In some cases our teams directly run improvement projects, from a simple Kaizen event to a traditional lean six sigma project to providing an entire case team for global assessments. This usually makes sense when an issue is urgent and benefits from outside resources, or to pilot the use of continuous improvement as a “proof of concept”.
Definitions
Engagement is measured as the number of hours per month that leadership spends on process improvement. These hours can include deployment design, reviewing progress by participating in steering committees, project identification, developing project charters, getting team resources, working with the project leader to remove barriers and attending kick-off and tollgate meetings.
Results can be hard savings (affecting the bottom line) or soft savings (affecting strategy or customer satisfaction). Results are calculated as (Average hard savings per project ) x (Number of project leaders such as Black Belts or Green Belts or Kaizen Leaders) x (Number of projects completed per project leader per year).
CONTACT US
"Every branch in Me that does not bear fruit, He takes away; and every branch that bears fruit, He prunes it so that it may bear more fruit.”