Analyze Improve Define Measure Control Teams L EAN S IX S IGMA L EAN S IX S IGMA Team Effectiveness ...

AnalyzeAnalyze ImproveImproveDefineDefine MeasureMeasure ControlControl

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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


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


Team

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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.’


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


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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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.


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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DefineDefine

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

DefineDefine

Kano Analysis – A Sample Exercise (Cont.)

Satisfaction

Delighters

PrimarySatisfiers



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



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!”

DefineDefine

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)!

Analyze Improve Define Measure Control Teams L EAN S IX S IGMA L EAN S IX S IGMA Team Effectiveness ...

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