Leadership Succession Planning: Best Practices for Keeping Your Lean Six Sigma Program Buy-In Intact

Your organization has put in the hard work to deploy a Lean Six Sigma or continuous process improvement program, but it’s suddenly struck by rapid changes in corporate leadership—the very leadership that initially bought into your program. What is your deployment team supposed to do when it suddenly finds itself having to make the case for Lean Six Sigma all over again?

In this Profit through Process podcast, Genna Weiss of Six Sigma IQ speaks with Lee Campbell, the Continuous Process Improvement Director and Strategic Planning Officer for the U.S. Army Military District of Washington. Campbell discusses how an organization can lay the groundwork for better leadership succession planning in order to ensure continued leadership buy-in for a Lean Six Sigma program.

[inlinead]Campbell, who presented at IDGA’s Lean Six Sigma for Defense conference in Washington, D.C., on December 7- 8, teaches that an organization can avoid major leadership buy-in challenges by anticipating and planning for them within the implementation phase of a Lean Six Sigma program.

Through a U.S. Army Military District of Washington case study, you will learn how tying your entire Lean Six Sigma program to your organization’s long-term strategic goals will help ensure that new leadership fully understands the benefit of your program to the organization’s bottom-line. Campbell also provides advice on how your organization can regain that Lean Six Sigma buy-in, even in the midst of a major leadership change.