The various LSS/HPO stages and the key
deliverables and activities are shown in the “How
section of this website (shown on the navigation bar at the
top of this page). This section lists the key high-level activities
that combine to make LSS/HPO implementations so successful.
There are obviously many factors for success in such a complex
undertaking, but here is a starter list of distinctive factors
in the unique LSS/HPO approach:
A workplan for the initiative that provides
for a seamless integration of “hard” and “soft”
aspects of improvement and organizational change.
A solid definition of an organization’s
processes, which is provided before the organization proceeds
with any improvement process or restructuring activities.
Organization into high-performance teams
around processes where performance will be enhanced.
Improvement projects are carefully screened,
placed in an overall improvement portfolio, and introduced
in waves of improvement.
A new leadership paradigm that replaces
command-and-control with analyze-and-energize principles.
The use of large groups (20 people or
more) to develop LSS/HPO work products and simultaneously
increase buy-in and reduce resistance to change.
A systemic multi-front approach for change.
Numerous feedback & learning loops
are incorporated to accelerate learning and continuous