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ASQ Buffalo NY Lean Six Sigma Conference.

  1. Developing :: Leading :: Being Part of :: Effective 6 Sigma Teams www.create‐
  2. 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‐
  3. Listen Instill, Internalize, Experience Institutionalize Analyze Reflect the Action www.create‐
  4. Detailed Data Discovery Within the next 15 minutes your objective is to; o Introduce your-self to the team o 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 www.create‐
  5. When the going gets tough. The tough get going! Default to their highest level of Learning or is it training? www.create‐
  6. 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. www.create‐
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  8. 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 knife Marshmallows are at a greater distance apart, on all sides, than one knife length Completed structure be able to hold a weight of 5 pounds for 30 seconds All knife blades must be facing out, towards the outside of the circle The structure must be circular Quantity – Requirements are 1 completed structure per/team Time Frame – 30 minutes Resources – The following are available for project completion 18 knives 18 marshmallows Project Consultant Other organizational teams working on the same project Image of completed project www.create‐
  9. Information For people who attend the workshop. www.create‐
  10. Great team dynamics include ? www.create‐
  11. 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 www.create‐
  12. Commitment Goal Clarification High Performance www.create‐
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  14. 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 www.create‐
  15. 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 www.create‐
  16. 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. www.create‐
  17. 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. www.create‐
  18. Handouts / Sample forms / Checklists / How to / discussions for people in the room… Must be present to get the key www.create‐
  19. Method=“how” Content=the the work “what” of gets done. the work. Facilitative DMAIC is Leadership the “what” of 6S teams’ work. www.create‐
  20. When we talk about the “how” of work (method) we are talking about the language of facilitative leadership which has two components; 1. Facilitative Prevention 2. Facilitative Intervention www.create‐
  21. Facilitative Preventions; Creating and utilizing clear & distinct agendas Determining the desired outcomes for each Six Sigma meeting Agreement on team ground rules for each Six Sigma meeting Agreement on Decision-Making methods for Six Sigma team Obtaining agreement on specific Six Sigma team roles and responsibilities Agreement on an evaluation method for each meeting www.create‐
  22. Information For people who attend the workshop. www.create‐
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  24. Facilitative Interventions; 10 Mortal Sins of Facilitation Common types of behaviors of teams Levels of intervention & when to increase a level Interventions with specific maladaptive behaviors Some other ideas www.create‐
  25. 10 Mortal Sins of Facilitation www.create‐
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  27. 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 one nail 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 – Besides the 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. www.create‐
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  29. Most common types of behaviors people on teams display; Whisperer Story teller Dominant Personality Dropout Naysayer Verbal attacker Politician Team Clown www.create‐
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  31. How do I utilize It is in the facilitative handout packet. leadership w/ Plus we are about these behavior to discuss types? specifics. Did I miss lunch? www.create‐
  32. Test under stress www.create‐
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  34. 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. www.create‐
  35. Got to be here to get this juicy nugget of knowledge. www.create‐
  36. 5 Ways to Influence People to Cooperate with Your Six Sigma Project Telling Persuading Negotiating Involving Appealing www.create‐
  37. 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. www.create‐
  38. Matching your communication to the person whose help you need. If you know the You should… person … Tells stories Speak at their pace. Engages in Make small talk first; pleasantries. include pleasantries in e-mail and voice mail. Exhibits interest in people involved in Ensure you have situation details on people involved, including Tolerates Digressions effects on the team Has positions that Schedule enough time involves people issues. to allow for off-agenda items www.create‐
  39. Pitfalls of and how to avoid them www.create‐
  40. Pitfall How to avoid Not knowing when Consider alternate ways of responding, and be to use / not use certain that email is appropriate. email 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. www.create‐
  41. Six Sigma Team Development Nutrition, Heaping up healthy servings in the workshop. www.create‐
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  43. What to do when you are not getting cooperation www.create‐
  44. DO Don’t Start by giving the “resistor” the Force and manipulate people benefit of the doubt. Consider whether into compliance he/she is truly resisting your good idea, Use persuasion when it is not or just reacting sensibly to a bad idea. appropriate Perform a project stake holder analysis Continue as if everything is fine Create a plan for addressing this Assume you can’t do anything person’s specific reason for resistance and just give up and gaining their cooperation. Lie 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. www.create‐
  45. Sudden Survey www.create‐
  46. Pluses & Deltas Breakfast of Champions www.create‐
  47. Developing :: Leading :: Being Part of :: Effective 6 Sigma Teams Please take the information packet plus one of my cards and stay in touch. I am at your service.
  48. Photo Attributions Bark Ansik Jronaldlee CarbonNYC Kevindooley Subcircle House Of Sims OliBac Dewitahs BugGuide Gjofili Fabian Bromann Michaelcardus Tama Leaver zanthrax-dot-nl Kodomut terren 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 www.create‐