A method exists for quality professionals who would like to obtain the benefits of a corrective and preventive action (CAPA) system, but do not have the time or resources to dedicate to deployment of the full initiative.
Many Black Belts may not have considered that they have a counseling resource that is often ignored – the knowledge and experience of their peers. Colleagues probably face similar issues and may have found solutions everyone could benefit from.
A new Champion roadmap provides concise method of summarizing Champion roles, specific steps and a rough order of execution. It improves the probability that Champions will execute the correct steps in their role in a Lean Six Sigma deployment.
Following three simple rules can make the process of selecting and leading teams less painful and more successful.
Too much attention to politics and control will spoil a team’s chemistry. A few simple guidelines can make the process of building a productive project team more successful.
Technical skills alone cannot guarantee success when getting people to behave differently is one of your goals – as is the case in Lean Six Sigma. Because of this, organizations must focus on developing soft skills when training Belt candidates.
Should companies in Europe hire ready-to-go Black Belts, develop them internally or use a Black Belt from a consulting company? There is a way to resolve this dilemma which many companies face during the early stages of Six Sigma deployment.
Failed Six Sigma efforts often are attributed to ineffective Belt training. But there is a more fundamental issue at hand: the training and experience requested of Black Belts. For comparison, consider what's required of Belts in the martial arts.
GRPI (goals, roles and responsibilities, process, and interpersonal skills) is used to monitor the factors critical to team development in a structured way – and act on these factors throughout the project.
Green Belts are sent out to solve nagging business problems with two weeks of intensive training and a pat on the back. Not surprisingly, the results usually are not stellar. The solution is for Black Belts to devote some time to being mentors.
Hiring organizations must be able to ask the right questions and seek the right demonstration that a job applicant really has the Lean understanding for which they are looking.
Green Belt and Black Belt coaching has for many organizations become an integral part of Lean Six Sigma and critical to the success of improvement projects. However, standards and best practices of effective coaching are only rarely established.
In the growing service economy where human resources are the biggest driver of costs in an organization, companies want to get the maximum return from their employees. This case study follows a DMAIC project to maximize the productivity of a BPM application support team.
Greater success in Lean Six Sigma can be enabled by innovations in deployment, training and coaching. Breaking from tradition in these areas can accelerate adoption of the methodology and trigger creativity and leadership beyond the original project.
Most Six Sigma teams know the methodology required for successful projects. But knowledge of the process being improved and the broad picture of the organization's goals and direction also need to be well understood by the team to assure success.
The Black Belt's ability to maximize team members' contributions is critical to the success of a Six Sigma project. Many factors must be addressed. With a well-maintained team comes team synergy, which results in happier, healthier, and more productive employees.
How can a company find time for improvement if its managers are spending all their time fighting fires and managing the day-to-day responsibilities? One approach is to utilize the Six Sigma methodology and cross-function process improvement teams.
The strength of relationships between project team members directly impacts a project, and also affects interactions between team members. Two social methods can help practitioners prepare to work as a team with different personality types.
What distinguishes high-performing Black Belts? In addition to exceptional execution of the Six Sigma methodology and significant process improvements and financial benefits, there are other aspects of performance that contribute to excellence.
Everyone can contribute to continuous improvement efforts, but the Green Belt role is not for everyone. Follow these six essential qualities when selecting Green Belts.
A focus on the rewards and recognition associated with a successful Six Sigma deployment, detailed by team role.
All teams are groups of individuals, but not all groups of individuals have the cohesiveness of a team. Leaders must take actions during the development stages of a Six Sigma project team to insure an effective performance by the team.
By knowing what to watch for, Belts can keep natural tendencies from biasing their work.
Deploying Six Sigma in areas of high workforce mobility or dispersion, such as field sales and service, has proven challenging. This is ironic in that mobile workforces are closest to customers, and a Six Sigma strength is its focus on customers.
Does an organization want to foot the bill to train its own people as Black Belts and Green Belts by releasing them from their current duties, or should it just hire Black Belts from different organizations and have them lead projects?
Six Sigma project teams – like all teams of workers empowered to affect change in their organization – are more likely to be successful if their members are armed with an understanding of the fundamentals of effective team operations.