Beruflich Dokumente
Kultur Dokumente
for
Six Sigma
for
Six Sigma
At the end of the session the project team will demonstrate the understanding of
Team Basics, and the process required to work collaboratively together on a MQ
project through:
1. The Sign Off On Goals / Roles / Norms And Measures Of Teaming For The
Project.
2. Get Clear Inputs On Consensus Building, Managing Differences And Running
Effective Meetings.
3. Get Some Usable Measuring Instruments That Give A Feedback On The
Process Of Effective Teamwork.
4. Reach A Working Degree Of Comfort With The Team Members.
5. The Team Will Be Able To Track Its Meeting Effectiveness And Team
Performance And Can Report A Teaming Index.
Introduction
1. Name :
2. Personal background :
3. Hobbies – Leisure :
4. Reading – type :
8. My greatest strength is
✔ Teams increase productivity. Teams are not excluded from the business
thinking of the enterprise they are part of. As participants, closer to the action
and closer to the customer, they can see opportunities for improving
efficiencies that conventional management will overlook. Organizations
looking to teams solely as a cost-reduction strategy have not been
disappointed.
✔ Teams make better use of resources. Teams are a way for an organization
to focus its most important resource, its brain-power, directly on problems.
The team is the Just-In-Time idea applied to organizational structure - the
principle that nothing may be wasted.
✔ Teams are more creative and more efficient at solving problems. Teams
are better for a host of reasons: they are motivated, they are closer to the
customer, and they combine multiple perspectives. Result: they invariably
know more about the length, depth, and breadth of an organization than a
pyramid hierarchy can.
✔ Teams differentiate while they integrate. That sentence could use a little
explaining. Organizations today want to downsize and work more effectively -
but worry about the fragmentation that occurs with most downsizing. Teams
allow organizations to blend people with different kinds of knowledge
together.
1. They are the vehicle through which Six Sigma can be achieved.
2. They help in giving a high quality deliverable to the Customer.
3. Team synergy helps in a maximizing organizational and individual gains.
4. Teams are Fun.
Six Sigma
Project Teams
Team Attributes
Team Process
Team Effectiveness
Green belt
• Performance Results
Black Belt • Impact on
Business/Customer
Organizational • Learnings
Mechanism
• Member Satisfaction
Champion’s
Support
The team is a basic unit of performance for most organizations. It melds together
the skills, experiences, and insights of several people.
Yet “team” is a term that produces very different images among people. Most of
us have in mind a team that is a reflection of our personal experiences, good and
bad. Katzenbach and Smith have defined a team as follows
The following extract is from Katzenbach and Smith’s book “The Wisdom of
Teams”, the product of a study of teams in a large number of organizations -
their findings of what differentiated high performing teams from other teams can
be summarized in a single instruction
Problem Mutual
solving
Interpersonal Individual
Specific goals
Common approach
Meaningful purpose
Skills
Teams must develop the right mix of skills, that is, each of the complementary
skills necessary to do the team’s job. These team skill requirements fall into
three categories :
• Interpersonal skills.
Common understanding and purpose cannot arise without effective
communication and constructive conflict that, in turn, depend on
interpersonal skills. These include risk taking , helpful criticism, objectivity,
active listening, giving the benefit of the doubt, support, and recognizing
the interests and achievements of others.
Common sense tells us that it is a mistake to ignore skills when selecting a team.
A team cannot get started without some minimum complement of skills,
especially technical and functional ones. And no team can achieve its purpose
without developing all the skill levels required.
Fifth, specific goals should allow the team to achieve small wins as it
pursues its purpose. Small wins are invaluable to building members’
commitment and overcoming the inevitable obstacles that get in the way
of achieving a meaningful long-term purpose.
Mutual Accountability
No group ever becomes a team until it can hold itself accountable as a team.
Like common purpose and approach, this is a stiff test. Think, for example, about
the subtle but critical difference between “the boss holds me accountable” and
“we hold ourselves accountable.” The first case can lead to the second; but,
without the second, there can be no team.
Roles
1. Each team member must know the task that s/he as an individual must
complete
3. Making sure that all the necessary work gets done, including the work no-one
wants to do
Recorder Duties
• Capture basic ideas on large paper in full view of group
• Do not edit; do not be corrupted by “the power of the pen”
• Use the person’s exact words to record brainstorming
• Write down key words; abbreviate when appropriate
• Remain objective; avoid adding extra ideas
• Step out of role to give your own ideas
• Write fast and large
• Do not be afraid to misspell (use “creative spelling”)
• Abbreviate words
• Vary color/use “stars,” etc.
• Be neat
• Number and identify sheets
• Step out of recorder role to contribute to the team task
Timekeeper Duties
• Ask the team when and how often to give reminders
• Remind team of approaching time deadlines
• Call “time”
Specify the reason why you are part of this Six Sigma team, what is your
functional role, role in meetings, any additional role.
Start with noting on the first two and add on and make changes as project
progresses
Most important to set and adhere to for smooth sailing of the team process.
Norms are stated or unstated rules and patterns of behavior that determine what
is acceptable or unacceptable in almost every situation. The newcomer will
immediately encounter the norms that this team holds in response to the arrival
of a newcomer.
“There is now the possibility of making a shift from ‘this is how things are’ to
‘what does each of us want to do in the future? let’s discuss it”.
Self-regulation becomes possible for a team that has awareness and uses
feedback to redirect itself purposefully.
Some of the norms are so vital that team can track them as Choice Measures
(later discussed in Team Measurements) and track how well they followed.
for
Six Sigma
Relationships Module
The going is easy as along as every one thinks alike. However given each of us
brings our own perspective, and experiences to the team and even to an extent
our own private agendas – differences of opinion are unavoidable.
Critical to good relationships are the ability to deal effectively with Conflict within
the team and take effective decisions through Consensus building. These two
skills coupled with the ability to run Effective meetings will ensure healthy
relationships needed for a team to be successful.
Evaluate and Select 1. What are the “must haves” for each party?
2. Where is there room for compromise?
3. What are the consequences if no
agreement is reached?
Positive Negative
• Natural in most relationships: Henry Ford said, “If we both think alike on
everything, one of us isn’t needed.”
• Useful when it encourages us to look at our behavior and its consequences
and causes us to change that behavior, if necessary, so that we might grow.
Negative Aspects
HIGH
COMPETE (WIN/LOSE) COLLABORATE (WIN/WIN)
Motivation to resolve
COMPROMISE
LOW
LOW HIGH
Trust
Use Avoiding:
• When you know you can’t win
• When the stakes are low
• When the stakes are high but you are not ready
• To gain time
• To preserve neutrality or reputation
Use Accommodation:
• To create obligation for a trade off at a later date
• When stakes are low
• When liability is limited
• To maintain harmony
• When any solution will be adequate
• To create goodwill
Use Compromise:
• When both parties need to be winners
• When others are as strong as you are
• To maintain your relationship with your opponent
• When you are not sure you are right
• When you get nothing if you don’t negotiate
• When stakes are moderate
• To avoid giving the impression of “fighting”
Use Collaboration:
• To create a common power base
• When skills are complementary
• When there is enough time
• When there is trust
• To maintain future relationships
Use Competition:
• When you are right
• When a “do or die” situation exists
• When stakes are high
• When important principles are at stake
• When you are stronger
• In short term, one-time deals
• When relationship is unimportant
Example:
“As I see it”
“In my viewpoint”
“It appears to me”
If hard documentation is available don’t use “I perceive” statements. Instead, use
facts
Example:
The record shows that the number of claims you are processing is down 30%.
The Griper This person has a pet peeve, Point out that the problem at hand is
gripes for the sake of to operate as efficiently and
complaining, or in some cases, cooperatively as possible under
has a legitimate complaint present circumstances.
Indicate you’ll discuss his personal
problem with him privately at a later
date.
In some cases, it is helpful to have
another member of the group
respond to his complaint.
Consultative :
Leader gets ideas from • Time deadline • Stifles initiative
members individually or
in a meeting, then • Stalemate • Discourages critical
decides. • Entrenched conflict thinking
Democratic :
Team members vote and • Routine issues • Win-lose situation
majority rules.
• Very large group • Apathy or sabotage
• Commitment not needed
Consensus :
All members participate • Commitment needed • Takes time
in reaching a decision • Synergy • Requires skills
that all will support.
• Coordination required
• Interdependence
for
Six Sigma
Meetings in the work place are subject to problems because they are primary
vehicle for problem solving. The following list gives the common problems in a
meeting.
• Time is wasted
• No agenda, or agenda not followed
• Attendees don’t know the purpose of the meeting in advance and aren’t
prepared
• The meeting’s goal is not accomplished efficiently
• Attendees don’t speak up when they disagree with what is happening
• Attendees concerns are ignored
• Attendees are not sure of outcomes
• Domination by the leader
• Action items not assigned or ignored
• Minutes not reported correctly or in time
This manual was created to help teams recognize and avoid these meeting
pitfalls. Information contained in this manual will help teams:
Before Meeting:
During Meeting:
Stick To PAL
Set Ground Rules
Assign Roles And Responsibilities
Manage Process: Involvement, Energy Levels, Behaviors,
Decision-Making, and Disagreements
Listen To Each Other
Record Proceedings
Close With Definite Outcomes- Summarize
End With Process Check
Identify Area Of Improvement For Well Next Time
After Meeting:
An agenda defines the purpose and order of the meeting. It acts as a guide
throughout the meeting, helping participants focus on the topics. An agenda will
also discourage “hidden agendas” by participants since the official agenda
makes the purpose of the meeting clear. Lastly, an agenda notifies people what
topics will be covered and allows them to prepare for the meeting in advance.
The agenda should cover a set of topics which can be discussed in two hours or
less. (People tend to lose interest and focus after two hours.) Some topics may
not be solvable in two hours; however, the discussion completed in a two hour
meeting will create action items. These action items will help determine the
agenda for future meetings on the topic.
The following list gives suggestions on how to manage the meeting agenda.
✓ Prepare the agenda and distribute it at least one working day before the
meeting is to be held.
✓ Post the agenda in the meeting room when the meeting is held, preferably
on a large piece of paper all participants can read while seated.
✓ Check off agenda items as they are completed.
✓ If a topic not on the agenda is brought up during the meeting, decide if it
should be covered in another meeting or off-line. If so, then record the topic
in the meeting minutes and immediately return to the agenda.
✓ Be sure the meeting has a written agenda including timeframes and
responsibilities. The most important way of keeping a meeting “on track” is
to have – and follow – a detailed written agenda, specifying for each item a
time frame (starting and ending time), presentation responsibilities, and
action items.
Minutes or Notes from the Previous Meeting: read, review and adopt
minutes.
Summary of Past Actions: reminding participants of the decisions
they have made. This helps get everyone updated, and avoids
renewed discussion of completed work.
Review of Progress toward Objectives: discussion of what has been
done towards the workplan since the last meeting.
✓ Action Items: discussion and decision-making, including presentations by
members, with a clear understanding of what action needs to be taken or
decisions made based on their work.
Schedule the most critical items early in the agenda. This assures adequate time
for discussion and full participant attention, since participants are likely to be
most alert and involved early in the meeting, and no one will have left.
Participating in Meetings
Good communication skills are among the most important factors in effective
meetings. Consider some basic skills that can help members to participate more
effectively in planning council meetings.
Listening
Listening is a basic communication skill, yet one of the most difficult to master.
Many people tend to half - listen - they are preoccupied with their own ideas or
how they are going to respond instead of paying attention to the speaker. When
people don’t listen, they interrupt each other, jump from one subject to another,
or repeat what has already been said. This slows the process and can lead to
misinformation, wasted time, and frustration. Some techniques to improve
listening include:
Closing Meetings
Ask participants for advice and assistance in improving meetings. Use the
FILTER assessment after every meeting and track progress. Ask everyone to
comment on the positive and negative aspects of the meeting, and to offer
suggestions for improving future meetings.
All too often we schedule meetings which may not be necessary. The decision
whether or not to hold a meeting should start with an identification of our
objectives. What do we expect to achieve through a meeting?
Meeting Alternatives:
If the need is to gather information, try using a written survey, having one
person collect the information one-on-one, or having a small team collect the
information.
In the late 1960’s and early 1970’s, Neil Rackham of the Huthwaite Research
Group (based in England) attended hundreds of meetings and did extensive
research on what makes productive vs. non-productive meetings. He found eight
types of verbal behaviors, which fall into three classes.
Proposing
Building
Initiating
Reacting Clarifying
Testing Understanding
Supporting
Seeking Information
Disagreeing
Giving Information
Defending/Attacking
Proposing
Initiating Building
Let’s take a look at the two initiating behaviors: Proposing and Building. Each is
concerned with putting forward ideas or actions.
In Building, one puts forward an idea based on someone else’s proposal. Since
Building is an expansion of someone else’s plan or suggestion, it can occur only
after a proposal has been presented. For example, it’s not possible to build on
another person’s information giving.
When people make proposals, they put forward a new suggestion, proposal or
course of action. Here are some examples:
Don’t forget to
include Rani on
I suggest we Ask Ram to the distribution list.
Let’s ask take notes.
begin by Hari to join
looking at the us.
agenda.
Notice that Proposing can take many forms. Sometimes it’s a gentle suggestion;
at other times it’s an explicit command. It may be expressed as a statement or
even a question. But if it presents an idea that’s both new to the discussion and
actionable, it’s classified as Proposing.
I suggest we think
Now that we agree about these ideas until
on the problem, let’s the next meeting and
try to understand the come back with
causes. suggestions.
Let's
understand the Mira, please
problem first. It’s time we record the
heard from Asha ideas.
on this one.
1.
2.
Here are some examples of how a build extends or develops a proposal made by
someone else:
And Mina
Propose: I suggest we Build: could answer
begin by our questions
reviewing last about them.
year’s figures.
Propose: Build:
Yes, we
Let’s could ask
ask him to bring
Ram to us up to date
join us. on the
subject.
Propose: Build:
Propose: Build:
Building can be used in this way to tie into the proposal and support part of it
rather than focusing on an area of disagreement.
1.
2.
People who use a lot of Proposing and Building are seen as creative “idea”
people who are stimulating, although High builders are seen as more stimulating
than High proposers.
- High proposers are seen as competitive and low on interest in the ideas of
others.
+ High builders are seen as both cooperative and interested in the ideas of
others.
+ Building makes others feel valued and eager to offer more ideas.
• Seeking Information
Clarifying
• Giving Information
• Testing Understanding
People Seeking Information are asking for facts, opinions or clarification from
others. Here are some examples:
Do you know How do you think we
How
how to do a can do this in less
does it
risk time?
work?
assessment?
How do you
feel about
it?
1.
2.
The most common of all the behaviors is Giving Information. It may be a reply to
a question, a simple announcement of fact, or an expression of opinion. Here are
some examples:
I’m worried about
missing our
I don ‘t think we should deadline.
accept the offer.
I don’t
know why. Yes.
This machine is
easier to
operate.
1.
2.
People Testing Understanding are trying to establish whether or not the meaning
of an earlier contribution has been understood.
1.
2.
- People who use a lot of Giving Information behavior are frequently seen
as less interested in the views of others than in putting forward their own
points. They also tend to do a lot of proposing.
+ People who use Testing Understanding behavior frequently are less likely
to make mistakes by doing the wrong thing. Others appreciate knowing
the person is interested in their ideas or instructions.
Supporting
Disagreeing Reacting
Defending/Attacking
1.
2.
We better not
No, do that until
that’s not we analyze
true. I don’t agree We
That won’t for cause.
with your can’t
work here.
proposal. afford
it.
1.
2.
You don't
understand
what the
hell is
going on!
2.
- Decision making sometimes takes longer when people disagree very little
because there may not be buy-in.
Easing Out is a behavior which excludes another person or reduces his or her
chance of contributing to the discussion. Although Easing Out can prevent
participation of some group members, it can be helpful in preventing domination
by one or two individuals and in preventing the group from straying from its
agenda.
Easing In Hari, you were involved in a similar project last year. How did you
collect data?
Easing Out Radha, you’ve brought out a lot of interesting points. Maybe
someone else has something to add.
Unlike Initiating, Clarifying and Reacting behaviors, Easing In and Easing Out do
not have content. They are used with other behaviors. For example, people who
Ease Out by interrupting don’t just interrupt, they interrupt by proposing,
disagreeing, giving information.
• Finally ask all of those who rated the meeting below some threshold (perhaps
4) why they felt the meeting was that ineffective. Ask how they tried to correct
this. Encourage them to do the same next time. That gets the facilitator and
the group some useful information that those who rated the meeting higher
may have missed.
When you do this you will find it important to allow enough time to
engage in important dialog which may arise. Also refuse to force
the issue; if people think the meeting went well, then say “Great!”
and acknowledge the efforts.
For each of the following rating scales, silently rate your team’s process as you experienced
it during the meeting.
F Focus
1 2 3 4 5 6 7
T Time Management
1 2 3 4 5 6 7
Time was mismanaged. Spent Time was well managed and time
too long on some items & spent was proportionate to
hurried through some. significance of item.
E Energy Levels
1 2 3 4 5 6 7
Set ground rules to create a team contract of Appoint roles to formally share meeting
how people will behave. It keeps the meeting ownership. Examples:
focused. Example: Facilitator: Objectively leads meeting.
➾ All participate. Scribe: Notes actions/decisions on flip
➾ Challenge ideas instead of individuals. chart.
➾ Start on time/Stop on time (SOT/SOT). Timekeeper: Monitors time, focuses
➾ One conversation at a time. group.
➾ Confidentiality. Others: Designated by group as needed.
➾ Evaluate the meeting. Effectiveness using
FILTER
The parking lot is a visible space to write Involve participants at the start by
items that are important, but not relevant to spending a few minutes checking in. This
the issue at hand. The Parking Lot is invaluable communication period sets the
analogous to a car in the parking lot. It is tone for the entire meeting. Try:
important for moving to the next destination, ➾ 5-minute informal
but irrelevant to the moment at hand (for conversation period.
immediate meeting’s purpose). Designate a
scribe and note issues on a flip chart. ➾ Paired interviews on
predetermined topics.
➾ Roundtable sharing of
business concerns and good news.
for
Six Sigma
"That which cannot be measured cannot be managed" – The simple reason why
we need to measure team performance.
1. Universal Measures: Those Measures that cut across all teams across the
Corporation. Every Six-Sigma team will measure itself on these.
2. Choice Measures: The Teams can choose some of the additional Measures
out of the given Menu. The Choice Measures can be chosen by the team by
using Ranking or Multi voting method (facilitated by BB). Four measures out
of the Menu need to be picked up which is relevant to the teams.
3. A measure can be dropped (out of the Choice Norms) and a new measure
can be taken up only when a chosen measure has been consistently rated
high for 3 measurement points. The new measure will be adopted on
consensus from the Team members.
Universal measures:
• meeting effectiveness will be calculated by taking the data of all the meetings
held over the month in question using the FILTER format
Sample data : assuming 2 meetings are held during the month in question
Meeting 1
member F I L T E R
a 3 5 5 6 4 2
b 4 6 5 5 5 3
c 3 4 5 4 5 2
d 2 5 4 6 1 2
total 12 20 19 21 15 9
average 3 5 4.75 5.2 6.2 2.2
rating - r
meeting 1score (∑r/6) - M1 4.4
member F I L T E R
a 2 5 5 1 4 2
b 4 5 5 5 2 3
c 3 4 2 4 5 1
total 9 14 12 10 11 6
average 3 4.3 4 3.3 3.6 2
rating - r
meeting 2score (∑r/6) - M2 3.37
member U1 C1 C2 C3 C4
a 3 5 5 6 4
b 4 6 5 5 5
c 3 4 5 4 5
d 2 5 4 6 1
total 12 20 19 21 15
average 3 5 4.75 5.2 6.2
rating -d
Step 3 - Weightage
* weightage of 3+3+1+1+1+1
IMPORTANCE
Rate as A, B or C in
order of importance
Now tabulate the top say 8 criteria and use weighted Voting to arrive at Top 4
Measures you will use for tracking. Enlist those Choice Measure in the following
table and measure it by rating on the 7 point scale.
Choice Measures
1
U1 U2 [AME] C1 C2 C3 C4
U1 X 3 = _____________
U2 [AME] = _____________
T1 = _____________