Process (Tools)€¦ · 8/5/2020  · Encourages hard work Rewards conservative improvement Encourages agreement Engenders Commitment Education is necessary Focuses on customers Bias

• Process (Tools)– Continuous Improvement

– Quality

– Customer Focus

– Metrics & Statistical Analysis

– Kaizen and DMAIC

• People (Culture)– Leadership & Communication

– Mutual Trust & Respect

– Team Based Systems & Teamwork

– Employee Utilization & Engagement

– Change Management

Recognize the need for continuous improvement

Strive to achieve Peak Performance

Fully leverage all resources

Achieve “Grand Slam Wins”: Organization, Customers, Employees and Suppliers

Set the example for Best Practices and Champion the process

Leadership

Quality

VisionAction

Engagement

Lean Six Sigma concepts and methodologies are applied to strategic decisions as well as tactics.•Customer Focus•Continuous Improvement•Flow•Waste Elimination•Problem Solving•Mutual Trust and Respect

Leadership

Quality

VisionAction

Engagement

A Compelling and Shared Vision, Mission, and Values are Critical to Success (CTS).

Leadership

Quality

VisionAction

Engagement

Actions are driven by time bound goals, metrics, and a strong sense of urgency.

Leadership

Quality

VisionAction

Engagement

Associates must be fully engaged, motivated, utilized and committed.

Leadership

Quality

VisionAction

Engagement

Elicits compliance

Supervision is necessary

Focuses on hierarchy

Bias for functional organizations

Manages by policy

Favors audit and enforcement

Selective information sharing

Bosses should make decisions

Emphasis on means

Encourages hard work

Rewards conservative

improvement

Encourages agreement

Engenders Commitment

Education is necessary

Focuses on customers

Bias for cross-functional organizations

Manages by principle

Favors learning processes

Open information sharing

Workers involved in many decisions

Emphasis on results

Encourages smart work

Rewards continuous improvement

Encourages input, suggestions and ideas

Traditional Paradigm Lean Six Sigma Paradigm

Project leader and team members spend the majority of their time communicating

Utilize◦ Feedback

◦ Active listening

◦ Effective listening

◦ Observe non-verbal behavior

10

See and ensure that communication is a two-way process

Construct clear, concise messages in the interest of the receiver

Manage nonverbal behaviors

Listen actively

Create a climate of open communication

11

Semantic barriers: ◦ multiple word meanings

Language barriers

Physical barriers: ◦ distance between individuals

Personal barriers: ◦ psychological barriers

◦ skill level barriers

12

Communication is a two-way process with both people providing feedback to clarify the message is understood

The communication climate in the organization and your team is a key factor to success

The basis of open communication is trust

Your effectiveness as a team leader falls on your ability to communicate

13

Effective leadership involves many different skills:◦ Communication◦ Planning◦ Delegation◦ Empowerment◦ Training & Development◦ Assessing Performance◦ Motivation◦ Problem Solving◦ Change Management◦ Conflict Resolution◦ others????

14

Providing/Sharing◦ Vision, Mission, Values

◦ Direction

◦ Expectations

◦ Goals, Measurement

◦ Training, Education

◦ Information

◦ Resources

◦ Responsibility, Accountability

◦ Trust

◦ Freedom, Latitude

Shared and Motivating Vision

Where, Why and How

Sense of Urgency

Goals and Measurement

Effective Communication

Focus on Continuous Improvement

Involvement

Strategic Rewards

Maintain and/or enhance team member self-esteem

Focus on behavior

Encourage team member participation

17

Helping to maintain or enhance a team member’s self-esteem◦ Spend time with the team member

◦ Give positive, specific reinforcement as soon as possible after a job well done

◦ Seek team members ideas or opinions

◦ Give team members challenging or responsible assignments

18

Focus on Behavior◦ It is important to distinguish between behavior and

attitude because inferences can be wrong

◦ What can been seen and described objectively allows team leaders to deal with team members on the basis of facts rather than opinions

19

Encourage Team Member Participation◦ Participation is a powerful motivating force that can

improve team member performance

◦ Participation relates to team members’ higher-level needs for self-esteem and self-actualization

◦ Remember team member participation is a relative term to the degree by which the team leader encourages participation

20

Serve as the contact point for communication between the team and the rest of the organization

Keep the official team records

Help the team resolve its problems

Keep the team moving forward and on track

21

Lead by example

Remain neutral to the process to be improved and facilitate the team through the Lean Six Sigma methodology

22

Characteristics Six Sigma Black Belt Team Members

Common Goal Lead and involve team in

setting goals, Assess

commitment

Sign team Charter, track

progress, commit to

goals

Trust Integrity/ Don’t Manipulate,

follow –up and follow through

Fulfill role and expect

others to do same

Open Communications Be approachable, listen

effectively, respond, provide

escalation policy

Speak up, provide status

Understand Methodology Learn continuously, make sure

that everyone is trained

Use the appropriate

tools, seek additional

knowledge

Clear Roles &

Responsibilities

Select the right team, train,

plan, initiate and empower

Do best in designated

role, help others as

needed

Self Monitoring Establish milestones and

tollgates. recognize and

celebrate achievements

Take responsibility for

own actions

Principles1. Know yourself & seek self improvement

2. Know your job & be technically proficient

3. Know your people & look out for their welfare

4. Keep your people informed

5. Make timely sound decisions

6. Ensure the task is understood & supervise

Principles7. Employ your people to their capabilities

8. Set the example

9. Train your people as a team

10. Develop responsibility in your people

11. Seek responsibility for yourself & take responsibility for your own actions

Traits1. Bearing

2. Integrity

3. Tact

4. Enthusiasm

5. Judgment

6. Justice

7. Decisiveness

8. Unselfishness

9. Courage

10. Knowledge

11. Loyalty

12. Initiative

13. Endurance

14. Dependability

Vision

Mission

Values

Sense of Urgency

Strategy

Communication

Integrity

Teamwork

Trust Goals & Measurement Strategic

Compensation Recognition,

Celebration Associate Involvement Continuous

Improvement Customer Focus Problem Solving Focus

1. Lead▪ Initiate, Champion

▪ Learn, Believe

▪ Practice, Set Example

▪ Strategy, Vision

▪ Plan, Empower

2. Motivate▪ Set Goals

▪ Measure, Monitor

▪ Recognize, Reward, Celebrate

3. Communicate▪ Prolifically, Pervasively, Persuasively

▪ About the Business

▪ Share the Vision & Goals

4. Educate▪ All Leadership

▪ All Employees

▪ Improvement Processes, Tools

▪ Team Building

▪ Change Management

5. Involve Everyone▪ In Training

▪ On Project Teams

▪ Setting Goals

▪ Solving Problems

▪ Implementing

Breakthrough

Incremental

Customers - Give the

customer what they need when they need it

Organization – Profitability,

cash flow and growth

Employees – Engagement and

development

Suppliers – Proactive partners

in business

Lean Six Sigma is a high performance methodology that impacts and improves all organizations, processes, functions and disciplines, including leadership

Leadership is CTS, critical to the success of Lean Six Sigma initiatives which are critical to the success of the organization

All surviving and successful organizations in the future will embrace some form of Lean Six Sigma.

The early adopters will enjoy the greatest success and capture a greater share of the market.

Leadership makes the decision to start the process and leadership determines the success of a Lean Six Sigma initiative.

37