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  • #40083

    Mr IAM
    Participant

    Does anyone have a training outline for Six Sigma Training at a managerial/champion/sponsor level that they would be willing to share?  What specific topics do you cover? In what level of detail?
    Thanks in advance!

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    #123344

    Vikas
    Member

    The six sigma training for managers is basically at a Green Belt level. It covers all the tools and methodology used during each of the DMAIC phase.
    The level of detail is generally to the extent of understanding the methodology and application of the the relevent tool to different types of scenarios.
    The topics covered are many so I can’t list it in this space.

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    #123374

    Mikel
    Member

    That’s pretty dumb.
    Train management in how to be champions and how to align projects with strategy.

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    #123392

    Ray The real deal
    Participant

    All,
    Train Mgmt on how to be Champions and aligining project with strategy is one of few factors. The other factor that I know will provide impact and thus creating the Six Sigma Culture is to provide the Champions the information on how are the BBs and GBs use some of the Six Sigma tools which mainly can be covered during the 5 days GB traininng for Mgmt. By providing the how tos information to the Mgmt, it will enhance their Champion roles by showing all of the support and more importantly, the long term commitment to change the paradigm.
    Just imagine if the Champions would ask the BBs and GBs some of the statements below:
    1. What’s the P-value?
    2. Well, can we look at the correlation?
    3. Due to some statistical knowledge I have obtained from the GB trg for Mgmt, I’d like to be part of the meeting. When is the next meeting?Obviously, these Champions know the impact of quality, that is why you’re chosen to go for the Six Sigma class, some Champions will not even have time to be in the meeting, but what matters is, if the Champions know what are the ‘how tos’ of Statistical and Six Sigma terminology, the least the Champion will know; is to appreciate what the BBs and GBs are going through. “A Great Leader leads by Example”.There was once a great CEO of GE quoted “[Six Sigma] is the most important training thing we’ve ever had. It’s better than going to Harvard Business School.” Hmmm…Think about it.My ViewsRay – the real deal

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    #123412

    Mr IAM
    Participant

    Thanks for the ideas!
    I like the topic of matching projects to strategy…  Probably overlooked a lot.
    I also like the ideas of covering the tools, enough so they know what it is, what it does….  At last the common ones.
    Thanks!

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    #123486

    Gopi
    Participant

    I agree that matching projects to strategy is very important. Along with that, Champions need to learn how to prioritize and select projects – too many times the focus is on pet themes and top-of-mind issues, whether they are actually the most critical or not.
    Another area of training/orientation that I have found very useful is providing clarity on the role of the Champion – what he/she should do and (perhaps more important!) should not do.
    regards,
    Gopi

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    #123489

    NS
    Participant

    I agree with Stan, less so with Ray.
    We train our Senior Managers at a high level (what is a good project, how to choose projects, Project Charters, Six Sigma Philosophy, CTS Flowdowns, quick overview of the 12 steps).  We concentrate on the Recognize and Define phases.  This takes 3-4 days.
    No need to teach Senior Management about p-values or how to conduct a Gage R&R.

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    #123491

    Mikel
    Member

    Thank you NS, you have just crossed over into the vital few.
    Guys like Ray like to have managers play with catapults and call it management training and then cry about lack of support later.

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    #123497

    BTDT
    Participant

    MR IAM:At the BB level, Six Sigma is usually DMAIC. Tollgate reviews to the process owners should be vetted by the MBBs to make sure the Six Sigma rigor has been followed. Any extensive details about statistical tests should be included in the pitch, but only at the ‘extra information’ level. BBs should include the slides as background material and refer to them only if asked by the stakeholders, otherwise the tollgate reviews become a science fair project. The purpose of the tollgate review is to get management commitment for proceeding to the next stage of the project.At the management level, Six Sigma is a corporate initiative that involves executive guidance and support. DMAIC is the manner in which projects are executed. Management should trust that BBs and MBBs have executed the projects with the most appropriate tools to get the job done.Management has a few roles1) Articulation of corporate strategy in the form of measurable metrics and goals. These data are handed off to the MBBs to monitor projects as they are identified, executed and reported (Recognize).2) Sponsorship and identification of projects in a broad sense. They should have identified the upper CTQs for the business and used them to identify broad areas for improvement. Think of management as executing the first ‘house of quality’ (QFD). It is up to the MBBs/BBs/process owners to construct the next few houses of quality starting from the corporate level CTQs.3) Conduct a stakeholder analysis of customers and shareholders to balance requirements from the financial reporting at the annual report level and long term competitive benchmarking. This also defines the mechanism for financial reporting at project close out.4) Monitor the program for health and vitality. This should be at the level of succession management, BB identification and certification, and continued modification of the SS program to achieve corporate goals (Sustain).These requirements and definition of their roles in the SS program defines the deliverables of their training.Based on this, management should be able to do elementary financial analysis of corporate statements, construct a series of QFDs, perhaps do an overall process map with FMEA to identify project themes, support the training of identified BB candidates, work with the MBBs to articulate SS program metrics and work at ‘arms length’ with the project teams to assign and support project champions.Senior executive and management should be able to identify the opportunity for improvement, identify and assign people to do the work, and stand out of their way and let them get their jobs done. They should be involved at a level to support the DMAIC regime such as attending tollgate reviews. They should be involved at the level of asking the right questions such as, “How reliable is your data?”, but not at the level of asking “What are the number of categories from your gage R&R?” – that is the MBB’s role.Hope this helps,BTDT

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    #123577

    Ray The real deal
    Participant

    As BB, we are train and expected to be the leader of tomorrow. To be the leader, you need to “communicate” clearly on how to planned projects and execute from your team member upto the CEO of a company. Thus to communicate and understand effectively, it will be up to the Management-leaders today on how do they want to perceive Six Sigma/Statistics to provide the organizations wealth being i.e. to learn internally or externally and not just align it with strategy by having BB to reach owns’ objectives. Having said that, we BB as leaders; shall have the reponsibility and passion to share what and how Six Sigma will help achieve the Mgmt bottom-line. To have them to understand statistics, it will provide the Management to assist them in their daily routine on how do they make owns’ decisions. We too, as BBs’ have the “RESPONSE ABILITY” to provide the knowledge of Six Sigma to our current leaders.

    I did not say that they have to learn what Gage Rnr, (come to think of it, that’ll be a better idea, it will force themselves on being consistently to Walk the Talk!). As leaders, as Change Agent, we need to share the knowledge to our leaders the abilities to make decisions statistically. As leaders, it is our “RESPONSE ABILITY” to communicate the Language of Six Sigma. Some of you who has 10 – 20 or 30 years on experience in Six Sigma does not have to worry about Six Sigma because it is all in your head. Thus, you do not need to understand Statistics to make decisions, it is all being done naturally and automatically. Unfortunately, I do not have the luxury to live and work in company that truly accepts Six Sigma as the way of doing business. The luxury I’ve obtained and proud of; to see our current leaders think and decide statistically. My hypothesisRay-The real dEal

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    #123578

    Jaybee
    Participant

    Ray – the real deal,
    I reject your null hypothesis,
    I suspect that people that have been in the game 5 / 10 years + (30 years may be a little bit long – even for Stan) still use stats to make decisions.
    I also reject the null that management need to know the stats, they don’t want to be overburdened with figures, bottom line is usually enough to kep them occupied –  giving some management an overview / insight is usually enough.
    Failt to reject the null – i agree that communication is vital & your heart felt rally cry =  <0.05 'share the knowledge' maybe, but not enough to knock 'em to sleep.
    your last paragraph about ‘your company does not truly accept six sigma’ is probably true of most companies in reality, unless it has ‘truly’ be proven to work for them. I am not so sure i get what you mean in the last sentence of your last paragraph? your company does not truly accept six sigma, but your leaders think statistically???
    Seems like a bit of a double negative to me, where are the stats in a good old fashioned C&E or FMEA (RPN aside) where are the stats in recognize or define?
    my 2 cents
    Jaybee

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    #123583

    Ray The real deal
    Participant

    Jaybee,To reject the Null Hypothesis is to Accept the Claimed Hypothesis. The luxury one has obtained and proud to; to see our current leaders wanting to learn, to adapt the ways of thinking, and decide statistically. And of Course the Six Sigma Way!Ray

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    #123584

    Jaybee
    Participant

    Ray,
    The null = teaching management in stats, the alt was not teaching them the stats / i rejected the null…….
    good luck in showing them ‘the light’
    Jaybee…

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    #123585

    Ken Feldman
    Participant

    Not to be picky….but….isn’t the null usually written in the form of absence of something…absence of change, absence of slope, absence of impact, etc.? In that case, wouldn’t the null have been the absence of teaching them stats with a corresponding absence of change? The alternate would be teaching them stats with hopefully a significant change in decision making.

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    #123586

    Jaybee
    Participant

    of course you are right in that sense!
    back to the tequila & yet another type error for me…..
     
    Jaybee ‘Phd in best be going back to the ‘John’ handle’

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    #123588

    Ken Feldman
    Participant

    Purity and clarity of thought with minimal damage caused by the blue agave. Any handle is good as long as it is reasonably constant or easily discerned; for example Stan=Stan’s Mother=Babe of a Sister. Obvious yet amusing.

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    #123591

    Ray The real deal
    Participant

    Darth,You wrote Stan’s [email protected]#$%…Toe’s are laughing…

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