Post on 02-Jan-2016
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Team
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LEANSIX SIGMA
LEANSIX SIGMA
Team Effectiveness
Building a High-Performing Team
Project Planning
Working as a Team
Communication
Managing Conflict
RD113001
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Team
sTeam
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LEANSIX SIGMA
LEANSIX SIGMA
Building a High-Performing Team
RD113001
TeamsTeams
Cross-Functional Teams
Why Cross Functional Teams? Common Goal Multiple Stakeholders Different Perspectives = Different Needs and Objectives
Functional Expertise Authority Levels Organizational and Personal Experiences
Greater Scope of Information Greater Depth of Information Greater Range of Users / Interested Parties (e.g., Upstream vs.
Downstream) Greater Adoption and Sustainability
Teams Achieve More Robust Solutions throughCollaboration, Participation and Common
Understanding
TeamsTeamsForming and Leading High Performing Teams
In order to get team members to work towards a common goal, the team leader must:
Clarify the purpose and goals
Build commitment and self-confidence
Strengthen the team’s collective skills and approach
Remove externally imposed obstacles
Create opportunities for others
Maintain momentum in attaining progress
TeamsTeamsForming and Leading High Performing Teams (con’t)
Teams that Obtain High Performance: Are Charged to Improve a Well-Defined ‘Area of Pain’ Obtain and Maintain Authority to Change the Process Incorporate Cross-Functional, Upstream and Downstream Representation Use a Team Facilitator / Discussion Moderator Are Usually Comprised of 4-9 Core Team Members
Fewer than 4: Creativity, availability and experience may be limited More than 9: Meetings and decision-making get unwieldy
Include Members with Varied Experience and Responsibility Levels Some ‘Indians’, some ‘Chiefs’ Some ‘Newbies’, some ‘Old Hands’ Some ‘Doers’, some ‘Thinkers’ Some Upstream Providers, Some Downstream Users
Focus on Information-Based Decision-Making (and Not Their Gut Instincts) Challenge Assumptions and the Current Ways of Doing Things Focus on Having Fun in the Process to Expand and Exploit Their Creativity
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Team
sTeam
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LEANSIX SIGMA
LEANSIX SIGMA
Project Planning
RD113001
TeamsTeams
Plan, Plan, Plan and then Plan
If you fail to plan……You plan to fail!
Plan the work,Work the Plan!
TeamsTeams
Effective Project Charters (or ‘PDF’)
An effective Project Charter (a.k.a., Project Definition Form, or ‘PDF’) conveys the purpose and requirements of the project to the team: Summarizes the problem area and the frequency and magnitude
of “pain” Defines where the project starts and ends (“scope”) Identifies likely measures of success and desired levels
(“metrics”) Establishes what factors are critical to satisfying the project Identifies who must be on the team for the project to succeed Sets limits on resources, staffing, timing and spending
(“resources”) Describes any constraints, assumptions and priorities Lists the objectives, deliverables, expected benefits and
stakeholdersThe Project Charter is typically co-written by the project’s
sponsor and other business leadership, and provided to the team already complete.
TeamsTeams
Sample Project Missions / Goals
‘Reduce scrap levels in the production of XYZ from 15% per run to below 5% per run by January 2007, without increasing unit costs or batch sizes.’
‘By June 2006, increase the profit contribution of product ABC from 15% to 20% of sales by reducing manufacturing costs while maintaining maximum cycle times of less than 60 minutes per unit.’
‘Within 3 months, increase the production flexibility of machine 12345 to allow the fabrication of 4 more types of product-family EFG, without spending more than $25,000 in equipment expenditures.’
‘Within the next 6 months, create a robust design review-and-costing process that enables HBD to provide completed sales quotes within 4 hours of a customer’s inquiry.’
‘By June 2005, reduce the ratio of setup and change-over time per build-up by 25% through process improvements and increase belts production by 62,000 cores/year by converting indirect labor to direct labor.’
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Team
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LEANSIX SIGMA
LEANSIX SIGMA
Working as a Team
RD113001
TeamsTeams
How to Work Together as a Team
Clarify the commitments that each team member is making to the project (“Personal Commitment”)
Define the rules for the team process (“Ground Rules”)
Decide how meetings will be managed, conducted and structured (“Meeting Guidelines”)
Record issues and action items that need to be resolved (“Meeting Minutes; Action Logs”)
Record ideas for future discussion (“Parking Lot” list)
TeamsTeams
Commit to the Project
Only commit to do work that we are qualified and capable of doing
Be honest and realistic in reporting the progress of the project
Be proactive
Notify the project sponsor (and GM) of any change to the project plan
Follow through on our individual commitments and accept personal responsibility for our actions
Keep other members informed of any potential problems that may affect the team’s performance
Focus on what is best for the project as a whole
See the project through to successful completion
TeamsTeams
Develop Team Ground Rules
Consider meeting discussions confidential unless indicated otherwise
Listen openly to other people’s points of view and feedback
Encourage a diversity of opinions on all topics
Allow everyone an opportunity for equal participation
Help keep discussions on track
Avoid placing blame on someone when things go wrong. Instead, review the process and discuss how it could be improved
Give constructive feedback. Don’t judge or label the other person; describe a specific behavior or incident
Always use data or information-based decision-making
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Team
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LEANSIX SIGMA
LEANSIX SIGMA
Communication
RD113001
TeamsTeams
Communication / Effective Listening
“If you wish to be thought of as a brilliant conversationalist,
be a good listener.”-Author Unknown
It is difficult to be a very good listener. In Team Players and Teamwork, Glenn Parker says that the principal listening skill is to “sit back, be attentive, and take what is said while reserving judgment.”
TeamsTeams
Communication / Effective Listening (Cont.)
He also explains one of the reasons that this is difficult to do:
“We can absorb and process words spoken by other people much faster than they can verbalize the information. This leaves us lots of time to analyze, evaluate, and even anticipate their thoughts.
But this extra time can be a disadvantage since we tend to concentrate minimally on what is being said and often discount comments before they are completed.”
We tend to think about what we are going to say next
while the other person is still talking.
TeamsTeams
From Human Behavior at Work: Organizational Behavior, Keith Davis:
1. Stop talking! You cannot listen while you are talking.2. Put the talker at ease. Help a person feel free to talk.3. Show a talker that you want to listen. Look and act
interested. Don’t read or hold a side conversation while someone else is talking.
4. Remove distractions. Don’t doodle, tap, or shuffle papers.5. Empathize with talkers. Try to help yourself see the other’s
point of view.6. Be patient. Allow plenty of time. Do not interrupt a talker. Don’t
start for the door or walk away.7. Hold your temper. An angry person takes the wrong meaning
from words.8. Go easy on argument and criticism. Do not argue: Even if you
win, you lose.9. Ask questions. This encourages a talker and shows that you are
listening.10. Stop talking! It is first and last. You cannot do an effective
listening job while you are talking.
Communication / Effective Listening (Cont.)
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Team
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LEANSIX SIGMA
LEANSIX SIGMA
Managing Conflict
RD113001
TeamsTeams
Managing Conflict
Taken from Team Players and Teamwork, Glenn M. Parker:“…disagreements are to be encouraged and accepted as a natural
consequence of a dynamic, active organization. Effective teams create a climate in which people feel free to express their opinions even when those opinions are at odds with those of the other members.”
Disagreements are not always bad!
Our goal is not to fully eliminate all conflict.
Rather, it is to learn how we can effectively manage and harness those constructive ideas and energy.
From different viewpoints and perspectives come creative solutions that work for all.
TeamsTeams
Managing Conflict (Cont.)
Conflict is usually caused by one of four things: Facts – People have different viewpoints regarding the same set
of facts
Methods – People disagree on how to do something
Goals – People work towards different goals
Values – People differ in their basic values
TeamsTeams
Managing Conflict (Cont.) According to Parker, some negative outcomes of NOT
managing conflict are: People close down (“shut down”)
Distrust is high
People make negative assumptions about others
New conflicts tend to get out of hand
Much blaming of others
People hear what they want to hear – listening is poor
People avoid each other – even feel dread of contact
TeamsTeams
Managing Conflict (Cont.)
Conversely, some positive outcomes of resolving conflict are:
Increased understanding of others
More motivation and creativity
Healthier interactions with others
People clarify their ideas
TeamsTeams
Takeaways
Cross-functional teams provide the greatest opportunity to develop robust solutions to problems
Meetings need to be actively managed in order to ensure maximum effectiveness
Conflict among team members should be expected, but must be managed to retain team effectiveness
There are many team management and communications tools available for use. Black Belts and Green Belts are trained to use these tools to help their teams.
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Defin
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LEANSIX SIGMA
LEANSIX SIGMA
Voice of the Customer (VOC)
Voice of the Customer Defined
Listening to the VOC
Translating the VOC
Kano Analysis Model
RD112801
DefineDefine
Why Should We Listen to Our Customers?
Critical to our vision
Marketing Excellence
Critical to our organizational
alignment
Upstream and downstream priorities
Critical to our existence
Who ultimately pays?
VisionVision
Technology
Competition
VOC
Environment
Market
Business Strategy
Market Strategy
Profitable Business Growth
Discover GrowthOpportunities
Gain CompetitiveAdvantage
Build Loyalty
AcquireNew Customers
IdentifyPotential Customers
Obtain CustomerReferrals
Voi
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Who are Our Customers?
One of the key steps in any improvement project is to determine who the customers are for the process
Are the customers of your product or service: External? (We have different levels of external customers!)
Regulatory? (e.g., EPA, OSHA, etc.)
Internal? (e.g., downstream fabrication, machining or assembly, or customer-support departments)
DefineDefine
How Do Our Customers Communicate with Us?
Types of Voices Complaints
Compliments
Product returns
Product / service sales preferences
Contract cancellations
Market share / sales changes
Customer defections / acquisitions
Customer referrals
Closure rates of sales calls
What other customer voices do you or could you use?
BuyerBuyerBehaviorBehavior
Informal / FormalInformal / FormalTransactionsTransactions
OutboundOutboundCommunicationsCommunications
CasualCasualContactContact
InboundInboundCommunicationsCommunications
ResearchResearchMarketMarket
IntelligenceIntelligence
Customers
Sources of Customer Voices
DefineDefine
What Do Customers Want? (con’t)Our challenge is to understand how customers – both internal and
external – define and prioritize their various needs and expectations of the solutions (various products, services, ideas and information)
that we can deliver.(Note: But not all customers have the same needs and priorities!)
QualityQualityProduct or Service Features, Attributes, Dimensions, Function, Reliability, Availability, Effectiveness; Also, Freedom from Defects, Difficulty of Use (Customer Rework) or Scrap
CostCost
Purchase Price, Shipping & Handling Fees, Installation, Financing Terms, Depreciation, Residual Value, Maintenance & Repair, Total Cost of Ownership (Initial Purchase Plus Total Life Cycle Costs)
DeliveryDeliveryQuotation Times, Lead Times, Delivery Times, Turnaround Times, Setup Times, Cycle Times, Delays, Service Time
ServiceService& Safety& Safety
In-Use Service Requirements, After-Purchase Reliability, Parts and Service Availability, Warranties, Maintainability, Customer-Required Maintenance, Product Liability, Product / Service Safety
CorporateCorporate ResponsibilityResponsibility
Ethical Business Conduct, Environmental Impact, Business Risk Management, Regulatory and Legal Compliance
DefineDefine
What Does This Have to do with LSS?
We can Translate VOC into Customer Critical Requirements (CCRs)
Defining CTQ, or Critical-to-Quality: What a customer must see or experience before stating that delivery of the product or service was of “high quality” and met or exceeded expectations
Dimensions (e.g., 115 mm + 0.10 mm; 700 ft + 1.50 ft) Appearance (e.g., bright red; smoothness; no streaks; shiny) Quantity (e.g., exactly 100 pieces; not less than 500 ft) Delivery (e.g., on-time every time; within 2 days from ordering) Cost (e.g., $90 maximum; 2.5% increase from prior cost) What is important in your process?
DefineDefine
Satisfaction
Delighters
PrimarySatisfiers
Service Fully Functional
Service Dysfunctional
Dissatisfaction
Kano Analysis – A Conceptual Framework to Classifying and Prioritizing Customer NeedsMust-Be (Dissatisfies): Requirement will dissatisfy if absent, but will not increase satisfaction.
Primary (Satisfies): The more of these requirements that are met, the more one is satisfied.
Delighters (Attractive Qualities): Nice-to-haves; If the requirement is absent, it does not cause dissatisfaction, but it will delight clients if present.
Must-Be
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Kano Analysis – A Sample Exercise (Cont.)
Satisfaction
Delighters
PrimarySatisfiers
Service Fully Functional
Service Dysfunctional
Dissatisfaction
Must-Be
Think of yourself as a customer at a nice sit-down restaurant. How do you rate the restaurant? Which factors do you consider? Where do they fit on this chart? Which factors are most important?
How does past or promised performance affect your choice of where to eat?
ANNIVERSARY DINNER
DefineDefine
Kano Analysis – A Sample Exercise (Cont.)
Satisfaction
Delighters
PrimarySatisfiers
Service Fully Functional
Service Dysfunctional
Dissatisfaction
Must-Be
Think of yourself as a customer at a nice sit-down restaurant. How do you rate the restaurant? Which factors do you consider? Where do they fit on this chart? Which factors are most important?
How does past or promised performance affect your choice of where to eat?
• Less than 30 minutes away
• Food delivered at right temp.
• Correct food
• Correct bill
• Complimentary dessert
• Complimentary flowers
• Visit from chef / owner
• Greeting by name
• Tasty meal
• Attentive wait staff
• Short wait on seating
ANNIVERSARY DINNER
DefineDefine
I hate filling out these forms.
Voice Of The Customer
After Clarifying...The Key
Issue(s) Is...Customer(s)
Requirements
Example of Translating Voice of the Customer
Repetitive information on several forms.
Giving the information once.
DefineDefine
SuppliersSuppliers ProcessProcessInputsInputs
BusinessBusiness ProcessesProcesses
ProcessProcessOutputsOutputs
Important Important decisions based on decisions based on linking customer linking customer expectations to expectations to
process process performanceperformance
Input Measures
Process Measures
Output Performance Measures
Customer Value
What Does This Have to do With LSS
MarketMarketCriticalCritical
CustomerCustomerRequirementsRequirements
Step 4: Developing Measures and Indicators
“What gets measured gets done!”
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Takeaways
Only by understanding and addressing the Voice of the Customer will we survive and thrive as a business.
We have many opportunities to capture the Voice of the Customer – but only if we pay attention!
The Voice of the Customer (VOC) must be translated into Critical Customer Requirements (CCRs), in order to serve as process indicators.
The team process works to identify the Critical Customer Requirements.
The internal customer (business, regulators, employees) drives Critical to Process determination, which also provides key process output indicators.
What gets measured gets done (and what is not measured is not done)!