Developing :: Leading :: Being Part of :: Effective 6 Sigma Teams www.create‐learning.com
ASQ Buffalo NY Lean Six Sigma Conference.
Jan 27, 2015
http://www.create-learning.com
Slide Show Content for;
Developing / Leading / Being Part of Effective 6 Sigma Teams
If are a Project Sponsor / Champion, Team Leader, Team member of a 6 Sigma Project Team and want to enhance your skill sets in Team Development, Facilitative Leadership, Project Management and people skills then this is where you should be. The material and learning simulations in this workshop are designed to make you a better leader and team member, plus we will have fun!; This will be accomplished through interactive delivery of content, experiential application and practice of the content, followed by processing and steps for integration into your team and organization.
The material is able to be used and understood by people, who have a working knowledge of 6 Sigma. Whether you lead teams or are a team member the material covered and techniques shared will be useful for you to harness the interpersonal skills and political skills needed to complete successful 6 Sigma Projects.
Outcomes:
You will walk away from this workshop with;
· How to develop high performance 6 Sigma teams
· Facilitative leadership of teams
· Effective Prevention and intervention methods of maladaptive team member behaviors
· Steps to create “buy in” for the 6S project from people who are outside the team
· A community of professionals that will share resources, best practices, and serve as solution finders to 6 Sigma Teams within their organizations.
Slide Show Content for;
Developing / Leading / Being Part of Effective 6 Sigma Teams
If are a Project Sponsor / Champion, Team Leader, Team member of a 6 Sigma Project Team and want to enhance your skill sets in Team Development, Facilitative Leadership, Project Management and people skills then this is where you should be. The material and learning simulations in this workshop are designed to make you a better leader and team member, plus we will have fun!; This will be accomplished through interactive delivery of content, experiential application and practice of the content, followed by processing and steps for integration into your team and organization.
The material is able to be used and understood by people, who have a working knowledge of 6 Sigma. Whether you lead teams or are a team member the material covered and techniques shared will be useful for you to harness the interpersonal skills and political skills needed to complete successful 6 Sigma Projects.
Outcomes:
You will walk away from this workshop with;
· How to develop high performance 6 Sigma teams
· Facilitative leadership of teams
· Effective Prevention and intervention methods of maladaptive team member behaviors
· Steps to create “buy in” for the 6S project from people who are outside the team
· A community of professionals that will share resources, best practices, and serve as solution finders to 6 Sigma Teams within their organizations.
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Transcript
Developing :: Leading ::
Being Part of :: Effective
6 Sigma Teams
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Should you be here?•We are going to have discussions.•We are going to end with action steps, hand outs, checklists, and real-time + theoretical application that you can use. •We are going to cover team based practices and pragmatic steps that are needed for project success and completions.•We are going to ask each other questions.•We are going to challenge dogmatic views and ideas you already have about leadership and time span.•We are going to ask you to reflect on your personal values and commitments; to your organization; team; and self.•We are going to learn from experiential activities (meaning we will play games).•We are going to have fun & laugh.•We are going to make the greatest effort possible to remain collegial and continue to learn from each other. Even after our “set time” is done.•We are NOT going to read off a power point.
Do you want to stay?www.create‐learning.com
Listen
Experience
Analyze the
ActionReflect
Instill, Internalize,
Institutionalize
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Detailed Data Discovery
Within the next 15 minutes your objective is to;
o Introduce your-self to the teamo Accumulate team data you may choose any area or multiple
areas to tabulate and illustrate team data
o Compile and translate data into information your team will present to others
o Develop a consensus of 1 team goal for our time together
o Add 1 more ground rule, if necessary
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When the going gets tough.
The tough get going!
Default to their highest level of
Learning or is it training?
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Hard Skill Soft Skill
Write down 5 soft skills necessary for 6 Sigma Teams,
and 5 hard skills necessary for 6 Sigma Teams, do it fast and don’t let anyone else see what
you are writing.
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Customer Requirements;Goal defined as a what by when…in reference to a problem that must be solved.
Quality – The structure must built with the following quality specifications;Each knife blade rests on only one other knifeMarshmallows are at a greater distance apart, on all sides, than one
knife lengthCompleted structure be able to hold a weight of 5 pounds for 30 secondsAll knife blades must be facing out, towards the outside of the circleThe structure must be circular
Quantity – Requirements are 1 completed structure per/team
Time Frame – 30 minutes
Resources – The following are available for project completion18 knives18 marshmallowsProject Consultant Other organizational teams working on the same projectImage of completed project
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InformationFor people who attend
the workshop.
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Great team dynamics
include ?
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Team dynamics defined as the motivating and driving forces that propel a team toward its goal and mission
Great team dynamics include – which if any apply to your team effort;
oIdentify a leader
oEstablish roles & responsibilities + discuss what each person ‘brings to the table’
oEstablish a set of goals & objectives
oEstablish an agenda for managing time to complete the task/meeting
oEstablish a method to determine how they will reach agreement
oEstablish ground rules for their meetings
oProper & timely use of quality tools
oMaladaptive behaviors are properly dealt with immediately and have consequences
oAbility to get started on task/project quickly
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Commitment GoalClarification
High Performance www.create‐learning.com
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Champions Role Prior to formation of Project team;
•Select team members/ possibly with team leader•Create the business case for the project•Formulate the preliminary problem statement•Identify the preliminary scope of the project•Identify the preliminary goals of the project•Allocate the resources for the team to complete its work•Identify team leaders; either black or green belt•Communicate the business case to each team member•Establish a timeline for the project team to complete it’s work•Establish the milestones along the way for input from the Champion•Distinguish decisions requiring Champion input from independent team decisions
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Team Leaders Role Prior to initial team meeting;
•Clear & Distinct understanding and support from Champion •Works in correspondence to with Champion to select team members•Contact and welcome members to the team•Draft initial agenda for first team meeting•Send preliminary charter and initial agenda for comment; incorporates suggestions prior to meeting•Establish team meeting logistics•Establish a relationship and expectations with the process owner•Do a stakeholder analysis on those you’ve selected as team members•Begin to create a list of people from outside the team whose support you’ll need
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Team Leader Guidelines: How to select the Right Project Team Members
Key Principle Team leaders ensure that the work gets done, it is not their responsibility to actually do all the project work. The main reason for having a project team is that each member brings something important to the project, so the work can be divided among contributing members.
Guidelines < > Consider including a combination of people who: •have detailed knowledge of the target process •have the technical skills requires to complete the project. •can build commitment and buy-in to the project and its outcomes by virtue of being involved from the start.
< > Identify the main activities of the project and ensure that you have the right people to handle them
< > Look in the workgroup of the target process and ensure those closest to the work are represented.
< > Consider support groups (HR, IT, Marketing, etc…) whose buy-in you will eventually need.
< > Ensure finance is involved, even if not on the core team.
< > Include member who can represent internal and external customers and suppliers.
From Rath & Strong’s Six Sigma Team Pocket Guide.
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Project Team Members Role Prior to initial team meeting;
•If you hear about a project in your area, and want to get involved; Volunteer.•If you’ve been selected for the project team and you don’t know why, ask prior to the first meeting.•If you haven't met the team leader, try and establish contact prior to the first meeting.•If you haven’t seen a draft agenda or team charter, ask the team leader if they have one•If you have ideas for the agenda and comments on the draft, send them to the team leader prior to the first meeting•Discuss with your boss the project time commitments and potential conflicts with your “regular job.”•Prior to the meeting, make notes on what you might be able to contribute to the team, the role you might play, your goals and expectations relative to this project, and any concerns you may have. Be ready to share this with the team•Come with an open mind and positive attitude. This will help the team get off to a good start and make it a better experience for you and everyone else.
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Handouts / Sample forms /
Checklists / How to / discussions for people in the
room…Must be present
to get the key
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Content=the “what” of the work.DMAIC is
the “what” of 6S teams’
work.
Method=“how” the work
gets done.FacilitativeLeadership
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When we talk about the “how” of work (method) we are talking about the language of facilitative
leadership which has two components;
1. Facilitative Prevention2. Facilitative Intervention
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Facilitative Preventions;
Creating and utilizing clear & distinct agendasDetermining the desired outcomes for each
Six Sigma meetingAgreement on team ground rules for each Six
Sigma meetingAgreement on Decision-Making methods for
Six Sigma teamObtaining agreement on specific Six Sigma
team roles and responsibilitiesAgreement on an evaluation method for each
meetingwww.create‐learning.com
InformationFor people who attend
the workshop.
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Facilitative Interventions;
10 Mortal Sins of FacilitationCommon types of behaviors of teamsLevels of intervention & when to increase a
levelInterventions with specific maladaptive
behaviorsSome other ideas
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10 Mortal Sins of Facilitation
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Complete the following challenge
-Place the PVC cap on the table and place one nail into the hole in the PVC cap.
- The task is to balance all the other nails on the head of the onenail stuck in the PVC cap.
-When balanced the nails must be completely self-supporting(i.e., the nails may not be touching or resting on any
object, besides the one nail in the PVC cap).
- The group may not use any other props or materials – Besidesthe one PVC cap with the hole and the nails (no tape, glue,rubber bands, etc.)
- Turning the PVC cap upside down and on its side is not allowed.The nail must remain upright at all times.
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Most common types of behaviors people on teams display;
WhispererStory tellerDominant PersonalityDropoutNaysayerVerbal attackerPoliticianTeam Clown
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How do I utilize facilitative
leadership w/ these behavior
types?
It is in the handout packet.
Plus we are about to discuss specifics.
Did I miss lunch?
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Test under stress
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Reduce Variations to Improve Cycle time
Constraints:The over-all goal is to complete the assembly of the pieces so that
is matches the diagram supplied.
There are two goals to accomplish in within one hour:•Solve the puzzle within the time (assemble the boards so they match the diagram).•Be able to assemble the product in less then 60 seconds under the stated guidelines.
1. As you start to assemble the puzzle for the 1st time, working with various configurations is encouraged.
2. During the hour, you may attempt as many assembly iterations as possible.
3. When beginning each assembly iteration, the boards must always start laid out, longest boards on the left to the shortest boards on the right.
4. The boards may not be marked and written on in any manner. No marking the floor/assembly area is allowed.
5. In the finished design, the boards fit together without any significant bending or force fit.
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Got to be here to get this juicy
nugget of knowledge.
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Telling Persuading Negotiating Involving Appealing
5 Ways to Influence People to Cooperate with Your Six Sigma Project
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Is Your Data Persuasive?Relevant: You’re presenting data that the person cares about
and can do something about.
User-Friendly: You’re presenting data in multiple forms, with pictures where possible, in language that is familiar to the person.
Easily Verifiable: You’re letting the person know where the data came from, and how/by whom it was collected. (Still better: the person was involved in the collection process.)
Selective: So that the person will not be overwhelmed, you’ve resisted the urge to include every bit of data you have, and you’ve prepared backup in case it’s necessary.
In Context: You’ve made it clear to the person how this data fits in what he/she already knows, and have provided points of comparison where available and appropriate.From Rath & Strong’s Six Sigma Team Pocket Guide.
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If you know the person …
You should…
Tells stories
Engages in pleasantries.
Exhibits interest in people involved in situation
Tolerates Digressions
Has positions that involves people issues.
Speak at their pace.
Make small talk first; include pleasantries in e-mail and voice mail.
Ensure you have details on people involved, including effects on the team
Schedule enough time to allow for off-agenda items
Matching your communication to the person
whose help you need.
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Pitfalls of
and how to avoid
them
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Pitfall How to avoid Not knowing when to use / not use email
Consider alternate ways of responding, and be certain that email is appropriate.
Don’t email to avoid the recipient and their reaction to your message.
Follow the other persons lead: if they usually call and are expecting a call, call them.
Don’t “cc” people (such as someone's boss) to punish the recipient.
Don’t introduce an idea that might cause the recipient to resist (such as a request for resources that you know they will find disturbing.)
Don’t escalate an ongoing email war.If something has upset you, take time to calm
down and (if appropriate) request clarification rather than assuming the offense was intentional; refrain from firing off an email in anger.
If in doubt about the appropriateness of what you are sending, ask a colleague for an objective opinion on how the recipient might interpret your message.
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Six Sigma Team Development Nutrition, Heaping up healthy servings in the workshop.
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What to do when you are not getting cooperation
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DO Don’t
Start by giving the “resistor” the benefit of the doubt. Consider whether he/she is truly resisting your good idea, or just reacting sensibly to a bad idea.
Perform a project stake holder analysisCreate a plan for addressing this
person’s specific reason for resistance and gaining their cooperation.
Be sensitive and tactful when presenting data that might threaten this person (such as root cause and performance data).
Exhibit patience, respect, empathy.Stay connected. Don’t be put off by the
person’s emotion. Maintain focus and perspective, and
relax. Work your way through this problem methodically one step at a time, just as you do when you apply the DMAIC approach.
Force and manipulate people into compliance
Use persuasion when it is not appropriate
Continue as if everything is fineAssume you can’t do anything
and just give upLie
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Sudden Survey
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Pluses & DeltasBreakfast of Champions
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Developing :: Leading ::
Being Part of :: Effective
6 Sigma TeamsPlease take the information packet plus one of my cards and stay in touch.I am at your service.
Photo AttributionsBarkAnsikepSos.deJronaldleeCarbonNYCKevindooleySubcircleHouse Of SimsOliBacDewitahsBugGuideGjofiliFabian BromannMichaelcardusTama Leaverzanthrax-dot-nlKodomutterren in Virginia
Content Attributions:Six Sigma Team Dynamics; The Elusive Key to Project Success; Eckes, George;Wiley: 2003
Six Sigma Team Pocket Guide; Rath & Stong’s;McGraw-Hill: 2003
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