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Who to Train?

Six Sigma – iSixSigma Forums Old Forums General Who to Train?

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  • #48035

    LeeRoy
    Participant

    We are attempting to start a training class into Lean Six Sigma but one of our executive thinks that we should be training the business process owners and not independent facilitators. Is he correct? If not do you have any studies on who makes the best facilitators within an organization.
    Thanks in advance for any help youmay provide.

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    #160754

    Brandon
    Participant

    That is a very good question of your exec to raise at the front end. I’ll give you my opinion & it may not be the most popular on this site. The reason is I was a business executive before I learned SS – so I’m not a die hard believer in Mikel Harry’s “one size fits all” approach.
    My belief is the practitioners of SS must be integrated in the operating depts. of the organization. That is, SS is not a “hit squad” that enters an operating dept., does its thing and disappears. Each dept. mgr must be the Champion for his/her area. That person dictates the origination and prioritization of projects. Drives them to conclusion and manages to the Control Plan. The level of SS skill sets needed in the dept. is dictated by the complexity of processes in that dept. All mgrs within that dept. should have YB or Process Mngt training to understand the concepts of SS. SS thinking can bring as much improvement as projects themselves – awareness of y=f(x), critical X’s, etc. in all decision making improves decision making.
    What I do agree with relative to std SS approaches is the top dog must believe and commit to the program. Metrics for performance measurement of all mngt. must be adjusted to include the program’s effectiveness. Visibility and recognition must be given to those who drive improvement.
    Essentially I’m saying integrate the skill sets throughout the organization, drive behavioral change through comp plans related to the program and give it visibilty.

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    #160756

    Chad Taylor
    Participant

    Leeroy
    Line managers reporting to a business unit manager own the processes that will be improved by the lean six sigma project. As process owners they are responsible for timely implementation of solutions developed by the Facilitators, often black belts or green belts.
    Training to these managers is key to the success of the projects.
    Just my 2 cents worth
    Chad Taylor

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    #160757

    Grosvenor
    Participant

    As a practioner with over 10 years of experience in deploying and training within an organization, my recommendation would be to place the tools in the hands of the individuals that will be best served by the training. Hit squads or blitz teams don’t quite accomplish the same benefit as they do not have the connection to the organization. Facilitators don’t have any skin in the game, the process owners do.  In the deployments I have been associated with we have seen ” more bang for the buck” in placing the tools in the hands of those that can use them daily. This has helped to more rapidly institutionialize the methodologies and actually helps make the cultural change more apparent, it becomes the way you approach your job.

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    #160758

    Brandon
    Participant

    Ritgh on Chuck – I agree.

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    #160759

    Brandon
    Participant

    I meant “right” on – can’t type too well today.

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    #160762

    annon
    Participant

    Your executive is correct in assuming the process owners should have training in the skill set, but certainly not to the level of BB.  It is common to put these individuals though a YB or GB level of training so as to introduce them to the skill set.  I dont think there is much of a payback with this approach.
    In my opinion, the job of upper management is to create the demand amongst process owners to seek out these new problem-solving resources.  They need to know what 6S can and cant do and how this asset can be leveraged to take down desired performance targets. 
    Their training should focus on the creation and strategic alignment of SBU objectives to corporate G&Os and how to generate and set up project ideas for success (ie how to properly charter and evaluate project ideas).
    Properly select and train quality BB candidates, hand them well crafted, ROI-driven project charters which are authored by enthusiastic process owners and you will see results. 
    Good luck.

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    #160788

    Kumar
    Participant

    If you can train everybody, as GE does.
    Or train those who are willing to get trained and use the training.

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