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Green Belt Motivation

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  • #33731

    GDS
    Participant

    We are early in our implementation of SS. From my former life at another company we struggled with motivating the Green Belts to work on projects once they acheived the company qualification.(2 completed projects) Has anyone else had this problem, if so what were some of the solutions.
    One thing I have created is a “Degree” ranking.
    Complete GB Training = 1st Degree
    Complete one project = 2nd Degree
    This moves along to the 6th Degree at which point they become a “Senior GB” and then “Master GB” (In all it takes 8 projects to become a “Master GB”) Note: All projects must meet the company minimum requirements for DPMO or $ savings.
     
    I would like your feed back.
    GDS

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    #91767

    Banking Engineer
    Participant

    Make it part of their performance review – you get what you measure.  My personal preference would be to give them a goal of reducing cost/increasing productivity, rather than # of projects.  Again, you get what you measure – number of projects gives you little data about improvements, and can result in unintended consequences as people struggle to come up with projects.  Measure the improvements you want, and let the pull system work.  If they understand the tools, they will use them to get the improvements required.  Some will be full-blown GB projects, while others may be quick improvements that don’t require all the tollgates.  The work they have done is reviewed at the performance review, so they can showcase the skills and results they have delivered using their Six Sigma knowledge. 

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    #91772

    Ren
    Participant

    I haven’t spent a lot of time thinking about your GB structure for motivation, but it sounds very complicated with 8 levels. What’s the motivation to go from level 4 to 5 or 6 to 7? Why designate a Master Green Belt title?
    Why not just say that people are certified if they do training and get signoff on two completed projects with significant savings. Tie it to their performance appraisal process, so they are compensated and promoted if they do so. Simplicity is best in rewarding employees and driving the kind of behavior you desire.
    Ren

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    #91773

    ALBE
    Participant

    This might be off the wall but…….
    It sounds to me like you are trying to bring the whole Karate thing into play for motivation.  I know a ton of Karate Black Belts that really aren’t that good, speaking in a martial sense.  They just keep paying for the class to get a black belt.  Most don’t care about quality.  Have you ever noticed that the legends of the cinema and martial arts are mainly Kung Fu practitioners?  Have you ever noticed that they don’t wear belts?
    My point is, the great ones in anything are slef-motivated because they love what they do, not because they can get another belt for show.
    Sorry, but I had too………
     
     

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    #91782

    Ron
    Member

    Don’t go “Cutesy” go to their pocket books. The fundamental question must be what is in it for them?  If your company is serious about Six Sigma ask for a percentage of the savings to go into a pool for bonuses to be shared by those completeing projects.
    Place project completion in the employees performance evaluation package… Get HR involved.

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    #91784

    Statman
    Member

    You don’t have a GB motivation problem.  You have a champion/manager problem.  The critical question to ask is why did their direct line managers invest in the training if they are not going to utilize the skills.  Are the managers/champions part of your program?
    I have seen over and over where there is no discussion about the value add of GB training and company’s are doing it without a long term strategy.

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    #91787

    BBelievable
    Participant

    Wow, what a can of worms, but I have to agree with Statman that you probably have a Champion or Management problem more than a GB problem.
    The company I work for does not have GBs, we just have YBs and BBs, but we have a similar problem with our YBs. Assuming their training is adequate, and they have all the resources they would need, what direction are they given by management in terms of expectations ? If that’s missing, fix it. Otherwise, you’ve come right back to a motivation issue. Motivation in most companies is provided by management and supervision in the form of consequences (both positive and negative). It’s nice to think we’re self-motivated because we love our work, but even if we do like what we do, us humans are generally more motivated by our egos. That takes the form of status (promotion+ or demotion-) or status (pay raise/bonus+ or holding onto our jobs/$-)…

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    #92151

    PSR Koundinya
    Participant

    Green Belts are motivated most if their projects move.    Project Moves only when the person doing the project has interest to do the next step in the project.  Interest is drawn by the expertise and results.  
    1. Expertise:  This is a weak point of all Green Belts, we need to handhold them and take them forward step by step.   He needs to be constantly told what to do next.   Mentoring by the Black Belt helps a Green Belt to gain expertise.  
    2. Results: Result is not the end result but step by step results.   Each result to be celebrated may be in a small fashion.
    Make Six Sigma a Fun activity.  Creative thoughts will flow in.  
    Good Luck

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    #92153

    lin
    Participant

    GDS,I hope that all this constructive feedback is useful and what you expected. But I have to wonder why you are doing what you are doing.The idea of Six Sigma is not to seperate it from the organization. You need it imbedded in your company. For that, I would rather have 4 GBs that have completed 2 projects than 1 GB completing 8 projects. The idea is to get people in the organization to understand and use the methodology and tools. The more the better.It is however possible that some will be motivated to become “experts” and they should be allowed to follow that path. For others, we want to show them a new way of doing things.Finally, none of this will have any motivation if you do not have the structure in place to support this. This means that it is a necessray part of performance reviews, GBs are the ones being promoted or given more challenging and rewarding positions in the company, and most important, management has as an incentive to want to do this.The GB will do what is measured of him (as will any manager). Therefore, get the senior leadership to set objectives for six sigma and move it forward. We have found that once we do that, people become motivated. You don’t want a string of competent six sigma people outside the organization, you want it to be an intergral part of the organization.Bill

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    #92155

    Manish Badani
    Participant

    No matter what strategy you use, it all boils down to what real importance management gives to the certificate and the process. It should not end up in a number game with people retrofitting projects just to meet certification requirements.
    I think that not all can be motivated in any process and the one’s who are interested should be given a chance to mentor, teach specific aspects of SS. This in my opinion helps cultivate and enhance interest in the topic.

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    #92161

    Laurie
    Participant

    What has been determined as the root cause of their lack of “motivation”? Do they have enough time to concentrate on the project, is it too big for 1 and what level of support do they get? This is an age old problem across many corporations. If the person is nervous and does not have the confidence to start, buddy them up. Maybe the projects they are working on are smaller than a full blown project but bigger than a workout. What is there in between that can still be successful and time efficient? And finally, the support. Do they have someone (BB) or other at their beckon call to help them break through barriers? Like I said before, this runs across all corps…

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    #92163

    Newlin
    Member

    I have motivation all over the place, including myself.
    My GBs are all floor operators and most are inactive.
    The ones that are are afraid of backlash due to the reduction in manpower due their projects.
    They question, “why should I take time out of my day to be a GB when it won’t pay me extra, lead to promotion, etc.?)
    I would rather be doing the project instead of babysitting and “encouraging” GBs that don’t want to be there.
     

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    #92165

    White
    Member

    I also agree with Statman. I’m a green belt for a company struggling with six sigma. I have very little support under the surface. When I trained for six sigma, I come out of it highly motivated and ready to help evolve our company to the next level. I quickly found out that I was quite alone in this and one person can’t do it by him or her self. To this day I am struggling for this very same reason. My team does not support the project and it shows in every meeting I have. They are only on the team because they are required. I find myself doing most, if not all, the leg work. My last project was a total failure because of lack of support from management. Projects will continue to fail because of this. This tends to impact motivation.
    However, if the support is there and the GB is not utilizing it, ………….get another GB.

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    #92177

    Darren
    Participant

    Hi GDS,
    I think what you are doing with the levels of GBs is a good idea, if it fits the culture within your organizaion. I do agree that people need to focus on a outcome or an improved KPI rather than just the sake of doing a project. Projects are a by-product (sort of speaking) of an improvement iniative. Look at your organization’s performance indicators and tie projects to them. Once senior mgmt sees improvements in them (attributed to six sigma), support for your GBs projects by their boss’will come!Cheers,

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    #132324

    Viti
    Participant

    I am fairly new to Six Sigma and looking for a few simple things I can do as part of a group of belts that all work on our own individual projects around Mastering New Skills (over and above SS), Maximizing my SS exposure and Exceeding SS Metrics.
    Do you have any suggestions that I can use for my performance review.
    Thanks.
    Jane

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