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Six Sigma Deployment – practical question

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  • #39189

    kikka
    Participant

    Our group was created to promote and deploy Six Sigma in our company.  It is very much up to us to decide how we go about Six Sigma deployment. We noticed that our trainings are in big demand, but project support is not. At the same time, it seems that after training people are often not capable of implementing projects themselves. They really need to be couched through at least one real project. We are thinking about introducing a charge for training but offering a combintation of training and couching through a real project for free.
    Anyone has experience with this or has any thoughts?
    Many thanks!

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    #118750

    FTSBB
    Participant

    The training I attended required carrying three projects.  Ideally, one project was near completion by the end of the 4-month training.  1 week of class learning, then three weeks to take the knowledge and apply it to actual projects.  Then, bring your data to the next training week and have the trainers rip you a new one!  The idea of 3 different projects was to hopefully have some tool that is clearly useful to a project – just one project may not need every single tool.  It’s hell when you’re learning, but it’ll force you to learn and apply the tools.

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    #118753

    Mr IAM
    Participant

    Hi Kikka,
    A couple thoughts come to mind
    1) are the “right” people being selected for training?  we have tried to ensure we are training people that have opportunity to apply DMAIC on a regular basis… it’s part of their “real” job to solve problems on a regular basis
    2) are the sponsors or their managers invovled in their projects?  make the projects both the trainees and the sponsors responsibility
    3) are they selecting projects of a size that can actually be completed in 4 months or so?
    4) follow-up mentorship on projects is typically needed, that is why companies have BB/MBB’s to do exactly that.  Very few people come out of BB training able to execute their own projects without some mentoring, at least in my experience.
    I hope these ideas help!  MR IAM

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    #118775

    kikka
    Participant

    Thanks MR IAM. The answer to the first 3 questions is Yes. We do not have a GE type of Six Sigma deployment, but rather organic growth / “pull” strategy. It means we can not impose our services on people, we can only offer it to them. The question is than how to make people ask / accept your help…

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    #118776

    kikka
    Participant

    Thanks!

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    #118781

    Whitehurst
    Participant

    Well its the same everywhere the best thing we did was create an FMEA why its the green belt projects are not moving we plugged in the gaps and gave great results to our ofganization.
     

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    #118782

    Peppe
    Participant

    Apologies if I’ve misunderstud, but logically you must first identify which projects (issues to solve)  needs to be put in place, after that from an analysis you have decided that six sigma is the best way to run that projects. To me seems you started from the end and there ins’t a program manager. Am I wrong ?
    Rgs, Peppe

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    #118790

    kikka
    Participant

    There is a program manager, but identification of projects is sometimes difficult because the idea is that deployment should be organic. We can not “push” people to let us manage “their” improvement projects. We can offer help, but can not make them accept it.

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    #118791

    Peppe
    Participant

    It is a common situation when  a new team is set up to deploy a new ‘vision’. Let me say that must be the PM to have within his plan also a change manager (six sigma guy? could be , but seems not the best choice in your situation). I think you have to discuss with PM and understand which are the new projects to be launched and so be part of them. It is quite knowledged the opposition of people to ‘new strategies’, but it would have been planned  during the sixsigma project plan within risk analysis. Maybe the people of sixsigma team are seen as ‘elect’ by others ?
    Rgs, Peppe   

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    #118801

    Gutierrez
    Participant

    Hi Kikka,I’ve read all the messages you’ve got on the subject and I think that it would be useful to take into account the following aspects:
    1. It is better to start any change program by identifying the actual needs of the company. These needs are generally reffered in management reviews and they are related to the business strategy of the company.
    2. Try to determine management decision for some particular changes and make these changes (or some stages of it) subject of six sigma projects.
    Without management paticipation a project would suffer of lack of organisational power.I wish you well,Alex

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    #118805

    Schuette
    Participant

    Check out some insight via the thread below.
    http://finance.isixsigma.com/forum/showmessage.asp?messageID=923
    Good Luck
     
     

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    #119551

    SherlockSridhar
    Member

    Hi,
    Unless Business Targets are set in terms of Cost savings as well a measure on people engagement in Six Sigma, it is unlikely that it will really take off.
    You will have to provide a carrot as well as a stick: Stick to drive and carrot to show that there are real benefits and it is not a fad. Once good pilots demonstrate business results, you will be able to sell it more aggressively. However, continued commitment by Senior Management is very important.
    RegardsSherlocksridhar

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    #119557

    Hank Epstein
    Participant

    Good Morning Kikka:I have just seen your post and it is two weeks old. We are in the business of coaching continuous improvement initiatives. We have a saying that “training without coaching is entertainment”. It sounds like you are experiencing the realities of that slogan. Since your department is set up as a suppport function to be used at the “pleasure” of the line organization I suggest that you view yourselves as entrepreneurs and ask yourself the following questions:1. Who are my ideal clients in the organization? What are the qualities and perspective that these clients must have to want to use our services?
    2. What is the specific pain they are experiencing and how is my department uniquely positioned to help them alleviate that pain?
    3. What can I offer this population that is valuable and non-threatening to get them started in engaging the issues that they may be afraid to address or are refusing to address because they feel that accepting help will mean that they are not competent to produce what they are accountable to produce in the culture of your company?In my 16 years of experience as a self-employed coach of continuous improvement these are the kinds of issues that prevent the line organization from using the kind of services that you are offering. Whether it’s TQM, 6 Sigma, Lean Manufacturing, or Common Sense Manufacturing it’s the people issues that make or break the improvement effort. You need to think like and entrepreneur and concentrate on these issues. Good Luck.Warmly,
    Hank Epstein

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    #119581

    Mike Carnell
    Participant

    kikka,
    The model of training and mentoring through a project has been our deployment model since we did the training at Allied Signal in 1995 and we did the same in 1996 along with some very talented internal people from GE. If think you are going to take someone through training and then believe they will magically walk out and do a successful project for you – it will not happen. Check out an adult learning model called Bloom’s Taxonomy and see where you need to move your BB candidates to gain value (just a hint BB’s need to be at the Application level minimum). Since you are teaching SS it should be easy enough for you to take that model and analyze what you are doing and see why you are delivering defects.BTW if your program is running as you say it is not only are you delivering defects but you are COPQ as well.
    If you are offering training and there is no requirement for a project then you probably have the answer to why it is in demand. Charging will not fix the issue beyond the fact that people will not attend.
    As far as support, you have to do the time. Not with the BB’s. You do time eye to eye with the Process Owners. This may be an odd strategy but try talking to them. You will not change anyones mind in a give, tell, dump, shove it to ’em classroom setting. They can shoot Statapults for days and still not understand what it takes to do a DOE. Get involved and get dirty. Deployments are hard work not sitting in a classroom in your Sunday best drinking herbal tea (and it isn’t 8 hour days either).
    I am guessing but you probably do not have a decent project selection process. Probably something like “Hey BB, find a project.” Nothing fails faster than having a BB walk up to a Process Owner and say “I’m going to do a SS project in your area because I think I found something that is screwed up and I am going to fix it for you.” If the Process Owners understand the process and the value they will put projects forward and if they select it, they will support it. Who’d have guessed?
    If you exist (I think therefore I am) as you seem to, you have been empowered by management to do the job, so do it. There is always a lot of talk about Upper management buy-in and if anyone pushes back at all then people seem to think the CEO has to hit that person with a lightening bolt or else the Upper Management hasn’t bought in. It is weak excuse. That isn’t the job of Upper Management. They have a role but it isn’t selling enrollment at the Process Owner Level. They need to articulate a very clear Burning Plateform. Then you own it. 
    Just my opinion.
    Good luck

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    #119582

    Marshall
    Participant

    Kikka,
    People respond to how they are incented, and incentive isn’t always monetary.  If you have plenty of people going through training, but few people showing results then you probably have an incentive structure for training, and none for results.
    Incentive structures could be informal as well as formal. Just an example would be them using it on their resume, or maybe you’re holding training in Cancun.  You will know better than I what incentive people have to be trained.
    I would recommend looking at why people are needing training, and why they aren’t needing results before you start doing massive changes.  You did something right to get them into training; find out what it is and tie it to results.
    Marshall

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    #119584

    BTDT
    Participant

    Kikka:
    As Mike points out, look at Bloom’s taxonomy for adult learning. You are going to be teaching in two ‘domains’. Cognitive and Affective. This will also occur at the individual BB level and at the organizational, ‘corporate cultural’ level. It is the basis of the design of the training material you are using at the very least and an entire implementation at best. The choice of how far in depth you are going to take each topic in Six Sigma will depend on the results of your task and skills analysis. This is where the deployment architects decide what is required of a mature BB and a healthy Six Sigma implementation. The external consultants either:- convinced you that a standard implementation exists and should be deployed
    – worked with your HR and other executive level people to decide what skills are required in your company.
    You have to come up with the best way to impart this knowledge. Your job is to end up with a group of mature, experienced, intelligent BBs who, for lack of a better phrase, ‘Get the big picture’.
    The cognitive domain has six stages where the level of comprehension and understanding increases as you go down the list.
    Cognitive Domain:1) Knowledge – “What do the letters DMAIC stand for?”2) Comprehension – “Explain the purpose of the Define phase”3) Application – “What tools would you use in a Define phase?”4) Analysis – “What is the relationship between a communication plan and a stakeholder analysis?”5) Synthesis – “Conduct a stakeholder analysis for the Define phase of your project”6) Evaluation – “What lessons did you learn after completing your first few Six Sigma projects? Give examples from completed projects.”
    The first few stages can be achieved by whatever training you can get, external, CD-ROM, or previous employment. The latter three are much slower to acquire, difficult to learn and require project mentoring by experienced MBBs.
    Knowledge is just a collection of facts and can be learned by rote and lecture. This is boring for the learners, but is the fastest way to get knowledge into someone. Straight classroom lectures (DMAIC in five days) will get everyone to about stage one, if you are gifted and the learners are motivated. This is ‘teaching to the test’. If your only goal is to pass a three-hour, sit down, written test, then this will be sufficient.
    To get beyond basic knowledge requires a generous helping of relevant examples, project work sessions, discussion and exercises. Each stage has its own best way of imparting this level of understanding. This will require more time then the straight lecture.
    Affective domain:This area focuses on appreciations, attitudes, beliefs, biases, emotions, interests, values, beliefs, and motivation. This is a very difficult one to work with, GE did it by identifying the ‘high potential’ candidates for training. This is independent of all the knowledge in Six Sigma. They have to believe that Six Sigma is a good thing and has value for them, the company and their customers. What would be the best way to convince an organization that Six Sigma is a good thing for the business? Take out the individual BBs and what you have left is the process owners. This is why Carnell has suggested talking with the process owners.
    Poor project identification shows a lack of Six Sigma knowledge beyond a basic level on the part of the process owners.
    CEO endorsement has already been made in that you have been given the go-ahead. So, go ahead.
    BTDT

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    #119590

    New VGB
    Participant

    Excellent demonstration

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    #119606

    A.S.
    Participant

    As a depolyment champion,right now i am conducting the green belt training.My thoughts as follows:
    1.Charging for a training within a company may nor work.Instead we can motivate the people in a positiv way such as recognition in the top managment forum etc.
    2.Execution of project after the training is not a right approach.Participants should have project at the start of training program.Atleast 60 % of the project has to be completed at the end of the training.We have schedule the training sessions suitably.
    3.Written Test and assessment for every will encourage the participants.
    4.Certificate at the end of the training program is good motivator.
    5.Announce the reward system for project completion
     
     

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    #119611

    kikka
    Participant

    Thanks to everyone!!! I have got a lot of insigts from your messages and I think I am getting a picture of what is going on. Thanks for the input to everybody!
    Kikka

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