DMAIC

Actually, I respectfully disagree with Mr. Adams.

You can ALWAYS get team members to begin to use the DMAIC methodology. You can show how problems are solved using them and get them to use them by demonstrating leadership and encouragement as part of that leadership. However, you won’t be able to espouse sigma level or project benefit tracking discussions.

@superfly Check with the gun guy. He may be able to fix you up with some engagement tools.

Why don’t you get them one on one and ask them?

@MBBinWI Like the old story about the Greek philosophers who were looking at a ox and discussing how many teeth it had. Then one went and looked. (probably a little paraphrased)

We can have the discussion here amongst a group of people who have very little idea of what is going on in this place. The context is missing so it becomes our personal experience and what we have been read or taught. Either that or @superfly can go check and count the number of teeth.

Just my opinion.

@cseider Everytime you get in the Southern Hemisphere and start walking around up side down you seem to get a little further out on the fringe.

Snarky? Is that a word?

@cseider – no such thing as too cold.

• This reply was modified 363 days ago by  MBBinWI.

@cseider Ok so snarky is a word. After reading the definition I can understand why you would know it.

Wisconsin cold? Try working the mines in Northwest Territory of Canada. Ulices was going to send a picture of the thermometer at -71 but unfortunately the camera would not work at -71.

@superfly there are a lot of reasons people don’t engage. We had a team at Motorola Seguin that absolutely refused to work together or engage. It was completely counter to the culture. We changed out team leadership, team sponsors, talked to everyone, etc. and they just refused. We broke up the team. If you see the refusal plant wide that is one thing. If you see it on just one team it is a different thing. This is why there are very few people doing change management that actually know what they are doing beyond the comment “Change is hard.”

What you are experiencing is interesting. When we look at all the certification mills how can they prepare you to deal with this? This is a critical aspect of any kind of initiative not just Six Sigma. It doesn’t matter how good your statistics, intentions, etc if you cannot do the change side nothing else matters.

There is no certification standard that can test for this either. If your certification process focuses on tools and the KPI for a successful BB is executing change – what good is it?

Just my opinion

Hi Brad, back to your original topic….I think I understand your question: You work with a bunch of people who are experts and have no need to learn a new way of analyis because their approach has always kept the lights on and their security badge working every morning…and you have seen a better way to approach problem analysis.

If my above assumption is correct, then there is no easy answer but it can be done. You must do it by being faster and more insightful than the old approach. Bring an interesting chart to your coworker and show them some insight and ask THEM to explain what you are seeing. Guide them gently and for pete sake don’t use fancy buzz words like ’6 sigma’ or ‘Taguchi’. Let the data tell its own story, you just ask the right questions. It takes practice and trial and error to find the right ‘voice’ for your data. Hope that helps and good luck.