Belt Training
Welcome to
Module 1
Administration Details
Emergency Exits and Fire Drills
Contact Point
Mobile phones and Pagers
Please leave them switched off during
the workshop sessions.
Coffee and Meals
Introductions
Who are you?
Where do you work?
What is your
knowledge of
DMAICR?
The Course Structure
Introduction to DMAICR and to the
DMAICR process. The first two phases
(Define and Measure) of the DMAICR
process. (3 days)
Module 1
Module 2
The third phase (Analyse) in the DMAICR
process. (3 days)
Module 3
The fourth and fifth phases (Improve and
Control) in the DMAICR process. (3 days)
Module 4
The final phase (Replicate) in the DMAICR
process. (1 day)
This Modules Objectives
Understand the basic philosophy of DMAICR
Understand the fundamentals of data
management.
Understand the DMAICR process
Provide all the material so that the first two
phases can be commenced - Define and
Measure.
This Modules Agenda
Day 1
Day 2
0830
Define: Step 3
Forming Team
1000
Define: Step 4
Defining
Opportunity
1230
1330
1500
Introductions
Measure: Step 8
Collecting the
data
Introduction
to DMAICR
Measure: Step 5
Need
Lunch
Lunch
Lunch
PGT Process
Measure: Step 5
Need
Measure: Step 8
Measure: Step 6
Vision
The next phase
Data
Management
The DMAICR process
1830
Day 3
Define: Step 1
and Step 2
Measure: Step 7
Stakeholders
Coffee Break - 10 minutes
Belt Training
Introduction to
DMAICR
DMAICR is about reducing variation
Variation
Off-Target
X
X
XXXXX
X
XX
X
X
X
X
X
X
X
X
X
Centre the
Process
XXX
XXX
XXX X
X XX X
On-Target
X
X
X
Reduce the
Spread
As variation reduces so do errors
Sigma
Defects
Time
Money
1 misspelled word every
other line of text
1 hour wasted every
two working days
67,000 wasted per
1 million in assets
1 misspelled word in
13 lines of text
1 hour wasted every
2 working weeks
6,000 wasted per
1 million in assets
1 misspelled word in
7 pages of a document
1 hour wasted in
2.4 working years
230 wasted per
1 million in assets
1 misspelled word in
450 pages (a book!)
1 hour wasted in
160 working years
3 wasted per
1 million in assets
Factor
x11
x26
x68
DMAICR is 3.4 defects in every
million opportunities
But getting there isnt easy - it needs a systematic and
disciplined approach to process improvement
Where are we today ?
Activity
dpmo
Sigma
(defects per million opportunities)
Manual assembly
1000
Automated assembly
16
Typical s/w build
3000
Credit notes
20,000
Exchange build
160,000
Network upgrades
250,000
4.5
5.6
4.2
3.4
2.5
2.2
30
Cost of
Variation 25
%of
Sales
The Cost.
20
15
10
5
0
Sigma Level
6
So we must reduce variation...
.but who sets the targets?
Customers, Customers and
Customers
DMAICR is consistently meeting
customers requirements profitably
Knowing what causes the outputs to vary
Output (Ys)
Process
(Xs)
Input (Xs)
The variation in Y is caused by variation of the Xs
Therefore we need to understand the Xs and
improve the ones with most influence on Y
Y
Dependent
Output
Effect
Symptom
Monitor
X1 . . . XN
Independent
Input-Process
Cause
Problem
Control
Remember its the process not the people
Eighty-five percent of the reasons
for failure to meet customer
expectations are related to
deficiencies in systems and
process rather than the employee.
The role of management is to
change the process rather than
badgering individuals to do better.
W Edwards Deming
But DMAICR will impact and change people
A programme aimed at the near elimination of
defects from every product, process and
transaction - Financial Times
A hard-edged programme to deliver results
- Neil Sutcliffe, CEO Marconi Services
A consuming passion sweeping across the
company - Jack Welch, CEO General Electric
Getting to DMAICR is like.....
...trying to eat an elephant
Therefore...
Lots of small chunks - PROJECTS
A project must have a minimum level of potential
impact - TIME or MONEY
A rigorous quantitative improvement process
focused on what is important to the customer
- THE DMAICR PROCESS
Highly trained, highly capable people
- CHAMPIONS & BELTS
Does it work?
Motorola - turnaround in semiconductor
manufacturing & financial performance.
Allied Signal - Cost savings exceeding $800m
since1995.
General Electric - most admired company two
years running, and consistently increasing
growth and profit.
Case study: Motorola
Motorola began implementing its 6 improvement
programme in 1987 when it performed at a 4
level.
By 1992 Motorolas divisions averaged a 5.21
level of performance in their pursuit of 6.
During the same period Motorolas sales
productivity had increased from $68.9K to $110.1K
per employee and savings due to operations
improvements in the USA was over $2.2 Billion.
Motorolas 6 performance demonstrated that
high quality and low cost can be mutually
achieved.
Case study: Allied Signal
Implemented 6 in 1994 for operations excellence.
Initial 4 months, 600 projects reduced defects 68%.
Saved $175M at bottom line in 1995 -- $1.2B in 1996!
(These savings do not include overhead, inventory,
indirect charges or avoidance costs -- the impact is
bigger!)
Fastest improvement rate observed implementing 6!
Expects to save $1.8 billion annually (6% of revenues)
when linked to:
Product design
Customer service
Allied stock gains 162% (December 1994-June 1997)
Case study: General Electric
GE began its 6 efforts in late 1995 and targets to save over
$10B during the next year by reducing its current cost of
poor quality ($7B a year) to less than $1B annually, ($6B
savings annually).
Reducing scrapped parts to 6 levels.
Reducing reworked parts to 6 levels.
Rectifying transaction mistakes to 6 levels.
Analysts estimate 6 could free another $2B in cash from
improved inventory processes.
GE has trained 230 internal auditors as six sigma roving
consultants rotating to three assignments annually, in
addition GE will train a total of 1,400 black belts.
Why does Six Sigma work ?
DMAICR is driven by top level management.
DMAICR is aligned to strategic business
objectives.
DMAICR has universal application across the
business.
Projects are selected based on key business
issues and will not be chosen if there is no
tangible impact on the business.
DMAICR pays for itself; returns are far greater
than investment.
Benefits are visible and traceable; focus is on
profitability.
Why Are Most Companies at 3- 4 ?
Most
companies
Already Successful
Dependence on inspection and
3 sigma
rework
Reliance on trial and error
Rewarding fire-fighting behaviour
Little focus on quality
measurements
Functional silos
4 sigma
5 sigma
6 sigma
Taking the Operational Excellence Leap
Whats needed to make the leap?
Strong and sustained leadership
Systematic and rigorous approach
Strong focus on measurement and
Most
companies
3 sigma
analysis
Continuous and Breakthrough
improvement
Dedicated project support
4 sigma
5 sigma
6 sigma
In Conclusion, DMAICR is:
A philosophy
A measurement
A methodology
A standard - world class performance
Exercise 1 - Why 6
Identify the possible
benefits
to DMAICR
Identify the possible
obstacles to
DMAICR
How might you sell
DMAICR in your
division?
BeltM1D1 -26
Lunch Break - 60 minutes
BeltM1D1 -27
Belt Training
Introduction to
Data Analysis
Six Sigma is about reducing both.
Off-Target
Variation
X
XXXXX
X
XX
X
X
X
X
X
X
X
X
X
X
X
Centre the
Process
XXX
XXX
XXX X
X XX X
X
X
X
Reduce the
Spread
To do this you need data
and you need to be able to analyse that data
BeltM1D1 -29
Drawing the same picture a different way..
Variation
Off-Target
On-Target
Centre the
Process
Reduce the
Spread
BeltM1D1 -30
Sizing variation...
X
X
X
Standard deviation = = (mean-value)2
n
X
X
X
X
X
= large number
X
X
X
X
X
X
X
X
X
X
= medium number
XXX
XXX
XXX X
X XX X
= small number
BeltM1D1 -31
Reducing variation...
Reducing variation is beneficial,
but you also need to know the
limits that apply to the process
output.
These are imposed either
directly or indirectly by the
customer.
The wider the process spread, or
the tighter the limits, the more
defects from the process.
BeltM1D1 -32
Process Potential Index - Cp
It would be useful if we
could have a figure that
defines how good a
process is, in relation to
the specification limits.
The first of these is
known as the Process
Potential Index and
abbreviated to Cp
Lower Specification
Limit (LSL)
Process Potential, Cp
= USL- LSL
DMAICR
Upper Specification
Limit (USL)
BeltM1D1 -33
Typical values of Cp
Approximately 2, Cp = 0.7
Approximately 3, Cp = 1.0
Approximately 4, Cp = 1.3
(for DMAICR, Cp = 2.0)
BeltM1D1 -34
Centering the process ...
target
X
XXXX X
XXX X
X X
The process is capable,
but off target. Quoting
standard deviation or even
Cp does not convey the
size of the problem.
target
X
XXX X
X
X
XX
X
XX
target
XXX
XXX
XXX X
X XX X
BeltM1D1 -35
Process Capability Index - Cpk
Cp assumes the process
is centred on the target
value, which is rarely the
case. So, when it isnt,
we have to use another
index.
Process Capability, Cpk
= Nearest Spec Limit - Mean
3
This is the Process
Capability Index and
abbreviated to Cpk
Lower Specification
Limit (LSL)
Upper Specification
Limit (USL)
BeltM1D1 -36
Typical values of Cpk
Cpk = 0.4
Cpk = 0.8
Interpreting Cpk
Cpk ( = Cp ) = 1.3
Incapable
<1
Capable
> 1, < 1.5
Very capable > 1.5
BeltM1D1 -37
Transactional Processes
In transactional processes we often do not
know the specification limits for the process.
Therefore we can not determine the sigma
level in the method using spec limits.
However, we will know the number of defects
produced by the process and the DMAICR
level can be calculated from this number.
Good
Defective
BeltM1D1 -38
Method for calculating dpmo
Count the observed level of defects.
(Occasions when customer requirements are
not met.)
Determine the number of opportunities for
defects to occur within the process.
From the two figures calculate the dpmo
(number of defects per million defect
opportunities).
Derive process DMAICR from a dpmo table.
BeltM1D1 -39
Rules for calculating dpmo
The defect opportunity must be important to
the stakeholder / customer.
When calculating process DMAICR after
improvement actions, use the same number
of opportunities as for DMAICR before the
changes.
Dont artificially hike the number of
opportunities - they must be reasonably likely
to occur!
First-pass yield is used, not final yield in
calculating DMAICR.
BeltM1D1 -40
Calculating Process DMAICR
Number of units processed
N = __________
Total number of defects made
(include defects made and later fixed) D = __________
Number of defect opportunities
per unit
O = __________
Calculate # defects per million
opportunities
dpmo = 1,000,000 x ( D )
NxO
= 1,000,000 x
(
(
= __________
Look up process DMAICR in
DMAICR conversion table
DMAICR(ST) = __________
BeltM1D1 -41
)
)(
DMAICR Scale
dpmo
(defects per
million
opportunities)
Yield %
(DMAICR
level)
Cp
308,537
69.20
0.7
66,807
93.32
6,210
99.379
1.3
233
99.977
1.7
3.4
99.99966
To increase the DMAICR value requires a
corresponding exponential reduction in defects.
BeltM1D1 -42
In the next module we will look in detail at the Data
Analysis Tools because.
We will have to understand
Data Analysis
Tools
variation and distribution.
We have to be able to compare
one set of data to another.
We often have to use samples
rather than test everything.
We will have to test out our
theories and understand the
results.
We have to predict what will
happen with some degree of
confidence.
BeltM1D1 -43
Exercise 3 - Base lining
Use the internal
scrap and customer
rejects to calculate
dpmo and the
DMAICR level.
Case study
BeltM1D1 -44
I-Nexus Belt Training
Introduction to
the DMAICR
Process
BeltM1D1 -45
DMAICR Process - Background
It has built on our knowledge of other
improvement methodologies that we have
used, e.g. IDEAL, DEFEAT, BEM Workshops.
It has built on the Public Domain material for
DMAICR.
It has built on the companys experiences of
balancing change management and statistics.
BeltM1D1 -46
Introducing the DMAICR Process
A 6 phase, 20 step rigorous and quantitative
improvement process.
Uses best practice tools and techniques from
change, project and data management
disciplines.
Incorporates monitor and review mechanisms.
Training is normally aligned with project
activity.
Requires:
Active senior champions.
Dedicated full-time resources.
BeltM1D1 -47
The DMAICR Methodology
Champion
Project Team
OPPORTUNITIES
DEFINE
Rework
Delays
Complaints
Expediting
etc. etc.
MEASURE
ANALYSE
IMPROVE
CONTROL
REPLICATE
Performance
Customers
Profitability
User Guide
Stats Package
Tools &
Techniques
BeltM1D1 -48
The DMAICR Process
Define Measure Analyse Improve Control Replicate -
forming a team with agreed, clear goals and
effective sponsorship.
involving users of the process and gathering
data on current performance.
identifying and quantifying root causes of
current performance limitations.
implementing performance improvements.
achieving predicted benefits and sustaining
performance.
maximising the benefits of the learning gained
during the project.
OPPORTUNITIES
DEFINE
MEASURE
ANALYSE
IMPROVE
CONTROL
REPLICATE
BeltM1D1 -49
The Toolkit
Process
Analysis
Tools
Data Analysis
Tools
Change
Management
Tools
Project
Management
Tools
BeltM1D1 -50
The Toolkit
Process
Analysis
Tools
Data Analysis
Tools
Change
Management
Tools
Using facts and real data
to make decisions,
therefore:
Teams trained to
understand and
Project
Management interpret data.
Tools
Data tools to ensure
the correct data is
collected.
Statistical Software
tool to speed the
statistical analysis.
BeltM1D1 -51
The Toolkit
Process
Analysis
Tools
Data Analysis
Tools
Change
Management
Tools
Processes deliver the
items to the customer,
therefore:
Project
Management
Tools
Teams trained to
understand and
analyse processes.
Process Analysis tools
in the general tool kit.
BeltM1D1 -52
The Toolkit
Process
Analysis
Tools
Data Analysis
Tools
Change
Management
Tools
Vital that improvements
are fully implemented
and sustained,
therefore:
Project
Management
Tools Careful selection of
the Champion.
General tools to
ensure softer side of
change is managed.
Involvement of Major
Stakeholders.
BeltM1D1 -53
The Toolkit
Process
Analysis
Tools
Data Analysis
Tools
Change
Management
Tools
Many projects, clear
targets, tight timescales, therefore:
Guides defining project
Project
management.
Management
Tools
Weekly Reviews.
Milestones and
Milestone Reviews.
Project Tracking Early
Warning System.
Templates.
BeltM1D1 -54
Whats New ???
We Have seen this before? BUT
Dont focus on customer needs
Dont engage all the right people
Dont have a rigorous process
Dont have a consistent set of tools
Dont demonstrate bottom line impact
Resulting in
incomplete/ inaccurate data / information
Resulting in
wrong or poor decisions
Resulting in ..
unsustainable solutions
another failed initiative
BeltM1D1 -55
Putting DMAICR in Context
Business Situation
Process roughly defined with
capability 2-4
Customers happy but want
improvement
Several processes around
the company doing the same
task. Customers happy but
want improvement
No real process or very
broken process.
Customers very unhappy
DMAICR
Improvement
Project
or
DMAICR Breakthrough
Project
BeltM1D1 -56
Typical Differences
Incremental
Breakthrough
Who sets goal
Senior Manager
Processes
Local/Support
Duration
3 - 6 months
12 - 36 months
Resources
Part-Time
Full-Time
Payback
1.5 - 3 Times
4 - 6 Times
Purpose
Resolve critical
issues
Achieve strategic
objectives
Risk
Small
The Board
Core/ Xfunctional
High
BeltM1D1 -57
Typical Approaches
Incremental
Breakthrough
Job Content
Minor mod.
Redefined
IT Systems
Minor mod.
Major mod.
Skills
Broadened
Redefined
Organisation
Existing
Re-aligned
Rewards/
Incentives
Modified
Re-evaluated
Leadership
Senior manager
The Board
BeltM1D1 -58
Tea Break - 10 minutes
BeltM1D1 -59
Belt Training
Define
BeltM1D1 -60
Define Process Summary
Project Sources
Purpose: To get the
team established with
an agreed, clear opportunity
Step 1*
and effective sponsorship
Prioritising
Opportunities
Summary
of Starting
outcomes
Step 2*
Selecting the
Champion
Step 3
Forming the
Team
Step 4
Defining the
Opportunity
Project Champion
Project Charter
Project Plan
* Normally done before the
project is formally set up
BeltM1D1 -61
Prioritising Opportunities
- What is done?
DEFINE
STEP 1
Purpose
To identify possible opportunities for
improvement in order to select the best ones
for the business at this time.
Deliverables
A list of prioritised opportunities, with a
scoping document detailing background
information, benefits and resources required
for each possible improvement opportunity.
BeltM1D1 -62
Why Prioritise
Opportunities?
DEFINE
STEP 1
Selecting the right opportunity where effort
will not be wasted and the benefits will be
tangible and sustainable.
Undertaken so that effort and resources
can be justified to all involved.
Avoids working on opportunities where the
organisation is not ready.
BeltM1D1 -63
Prioritising Opportunities
Process
Project
Sources
How -
DEFINE
STEP 1
Who Generate
Initial List
Normally done before the project
team has been formed -
Critical To
Quality aspects
Initial process
baseline
Done by key persons
in the business
Gap Analysis
Prioritise on
CTQs and gaps
BeltM1D1 -64
us
to
me
th
ec
of
Vo
ice
le
op
pe
Strategic analysis
Risks
(Voice of
Shareholder).
he
Future direction
Business
Impact
Hotline (Intranet)
t
of
Share price
STEP 1
Work Areas
ice
Vo
Account manager feedback
Customer complaints
Customer surveys
DEFINE
Hearing Voices
- Generating the Initial List
Voice of the process
Scrap and waste costs
Efficiency / overtime
Performance measures
BeltM1D1 -65
Hearing the Customer Voice
DEFINE
STEP 1
th
e
of
Shareholder).
consistently meeting
customers requirements
profitably. Therefore in
prioritising the projects we
need to select those where
the customer is least happy
with our performance.
Must listen to their voices
and convert their needs into
measurable CTQs (Critical to
Quality aspects).
le
op
pe
he
Business
Impact
(Voice of
t
of
Vo
ice
ice
Vo
cu
sto
me
DMAICR is about
Voice of the process
Note that CTQs can also come from other stakeholders Shareholders, Employees, Society, Suppliers and Government.
BeltM1D1 -66
CTQs to Ys to Xs
ANALYSE
STEP 9
Voice of Customer
Their key issues in
their speak
The key issues in
our speak
Issues
CTQs
X measures
The process and input measures
that will influence the size of Y.
Y is a function of X1, X2, X3 etc.
The key issues expressed in
a way that can be measured
Y measures
The process output measures
relating to that CTQ
BeltM1D1 -67
CTQs and Ys and Xs
Voice of Customer
I want to have a hot mug of coffee
Issue
Customer wants a mug of coffee which
they can start to drink within 1 minute
of being seated.
CTQ
Mug of coffee needs to be X + 2 oC at table.
Y Measure
Temperature of coffee at centre of mug, 5 cms from bottom
of mug, at point of pouring.
X Measures
X1 - temperature of water used to make coffee in oC.
X2 - temperature of milk used to make coffee in oC.
X3 - ratio of hot water volume to milk volume.
X4 - time from pouring coffee to point of sale in seconds.
BeltM1D1 -68
Keys to VoC translation
DEFINE
STEP 1
Ask the customer, do not assume that you can
speak on the customers behalf.
Probe to get underneath and really understand.
(Use the Kipling checklist; what, why, when, how,
where and who?)
Make sure your translations make sense for your
organisation.
Review and reflect with the customer and the
process team.
Refine and prioritise requirements.
BeltM1D1 -69
Kipling Checklist
I keep six honest serving-men, they taught me all I knew, their names are
What and Why and When, and How and Where and Who.
What
is done?
is the purpose of it?
and is it necessary?
Why
is it done?
is it done this way?
and is it just historic?
When
is it done?
would be better?
should it be done, before or
after?
How
is it done?
can it be done better/ easier/
more efficiently /more
effectively?
Where
is it done?
is the best place to do it?
and can it be done
somewhere else?
Who
does it?
could do it more easily/
economically?
BeltM1D1 -70
Guidelines For CTQs
DEFINE
STEP 1
Customers often express their requirements in
vague statements. These have to be translated
into measurable CTQs.
Write the CTQ as a requirement, not the solution.
Be concise.
Write as a sentence and maybe include an
example.
Remember, CTQs can be, and will need to be
measured.
Write the CTQ as a positive statement.
BeltM1D1 -71
Example: Translating Customer
Needs to CTQs
Voice Of The
Customer
Key Issue
If Im not put on
hold, I always
seem to get the
wrong department
or person
The customer
wants to be put
through quickly
to the right
person
You send me an
invoice at
different times
of the month
Consistent
monthly billing
DEFINE
STEP 1
CTQ
Add additional menu items
to voice system (BAD)
Customer gets to the correct
person the first time
(GOOD)
Customer wants timely bill
(BAD)
Customer bill received 15th
day of month, every month.
(GOOD)
BeltM1D1 -72
Hearing the Process Voice
DEFINE
STEP 1
Understanding how our
th
e
of
Shareholder).
le
op
pe
he
Business
Impact
(Voice of
t
of
Vo
ice
ice
Vo
cu
sto
me
processes are performing
today and which are causing
problems:
Voice of the process
Do they meet customer
requirements consistently?
How stable are they?
How much do they cost?
(rework and overtime!)
Can they be improved, or do
they need a fundamental
redesign?
Baseline the processes - to
help prioritise those for
improvement.
BeltM1D1 -73
What is meant by
base lining?
DEFINE
STEP 1
Base lining is evaluating initial process
capability.
We really ought to measure this, but that
comes later
Therefore we need to estimate:
Process DMAICR
Cpk
Rolled Yield
Quality Related Cost
BeltM1D1 -74
Hearing the People Voice
DEFINE
STEP 1
Give the employees the
th
e
of
Shareholder).
le
op
pe
he
Business
Impact
(Voice of
t
of
Vo
ice
ice
Vo
cu
sto
me
opportunity to highlight the
weak areas within the
organisation:
Which processes are difficult
to operate?
What reduces their morale?
Where do they continually
have to buck the system to
keep the customer happy?
What processes, if not
Voice of the process
changed, will cause people
to leave the organisation? !
BeltM1D1 -75
Hearing the Shareholder Voice
DEFINE
STEP 1
th
e
of
Shareholder).
problems and classify or
rank in terms of financial
impact - increased costs,
revenue lost or at risk.
Are we likely to loose
business as a result?
What will help us to meet our
future business strategy?
Ensure this ranked list meets
Shareholders requirements
(CTQs) - often efficiency,
cost reduction, or RoCE.
le
op
pe
he
Business
Impact
(Voice of
t
of
Vo
ice
ice
Vo
cu
sto
me
Look at all the potential
Voice of the process
BeltM1D1 -76
Gap Analysis
DEFINE
STEP 1
Identification of where we are (baselining) to
where we should be relative to the CTQ process
elements.
This is essentially subjective.
Each management team member rates the process gap
as high, medium or low (or a variant).
Voting and ranking allows processes to be listed
according to estimated gaps.
Some discussion and facilitation may be necessary,
including presentations of past performance measures
by process owners.
BeltM1D1 -77
So prioritising is...
DEFINE
STEP 1
For each problem, opportunity or
potential project identifying:
The business impact
the bottom line financial impact,
the relative effectiveness of the process,
impact on customers.
The resources required
expenditure and the time of all those involved
Likelihood of success
an assessment of the risks
BeltM1D1 -78
Business Impact
..and plot on a Desirability
Matrix
DEFINE
STEP 1
Likelihood of
Success
High
Low
Med
Med
High
Low
Low
Med
High
Resources Required
BeltM1D1 -79
Using the Desirability Matrix
DEFINE
cr
In
High
Likelihood of
Success
s
ea
g
in
Low
i
es
D
Med
lity
bi
ra
Business Impact
STEP 1
Med
High
Low
Low
Med
High
Resources Required
Plot all potential projects
and then focus on the
large circles nearest to the
TLH corner.
BeltM1D1 -80
Examples of Poor Projects
STEP 1
Business Impact
DEFINE
Writing a report
Quantifying the performance of a process
Reducing cycle time on a non-bottleneck process step
Resources
Installing a new computer system
Improving the profitability of an entire product range
Fixing the annual planning process
Likelihood of Success
Depends on completion of other risky projects
Not aligned with operational goals
Requires help from extremely busy people
BeltM1D1 -81
Exercise 4 - Voice of the Customer
Who are the customers
for the process under
consideration?
Use the Voice of the
Customer tool to
specify their main
needs and translate
them to CTQs.
Are there any other
CTQs?
BeltM1D1 -82
Selecting the Champion
- What is done?
DEFINE
STEP 2
Purpose
To select the most appropriate senior person
to mentor the project team and champion the
improvement within the business.
Deliverables
The champion agreeing to sponsor the project
and accepting the initial scoping document for
the project.
BeltM1D1 -83
Why Have a Champion?
Their role will be to.
DEFINE
Act as project sponsors,
approving results, delivering resources,
keeping in touch, but not doing the work.
Provide genuine and committed leadership
throughout the entire change process.
Assist, encourage, gain support and remove
roadblocks across the organisation.
Challenge the status quo.
Identify key players and gain their support.
Review the project regularly.
Stop the project if appropriate.
BeltM1D1 -84
STEP 2
Your Views..
DEFINE
STEP 2
What in your view are the
skills and behaviours of a
successful champion?
What will you do if your
champion does not meet
your expectations?
BeltM1D1 -85
The Champion should
be:
DEFINE
STEP 2
A member of the Division Management Team.
Someone with a specific interest in the process
or problem.
Ideally the process owner.
Prepared to commit the necessary time and
support.
Experienced, with a good track record on
improvement issues.
BeltM1D1 -86
What is the Black Belts role?
Work with the champion to bring about an
improvement on a defined opportunity within the
given time boundaries.
Coach a small team of part-time improvers; setting
direction, applying tools, managing risk, transferring
knowledge, developing their skills, discovering new
perspectives and influencing results.
Promote DMAICR across the organisation.
Selected for technical proficiency, interpersonal skills
and leadership ability.
Developed by project planning, statistics training,
on-the-job application and mentored reviews.
BeltM1D1 -87
The Leadership Styles
Autocratic
Styles
Tell
Exerting pressure, carrot and stick, being directive.
Reasoned case, persuading, personal appeal.
Sell
Coach Train, show how to
Consult
Ask for ideas, decide and inform.
Bargain
Work together as a team.
Give and take
Participate
Unbiased support and guidance
Facilitate
Assigning a task, allowing scope on how
Participating
Styles
Delegate
No involvement, leaving team on their own
BeltM1D1 -88
Avoid
The Leadership Styles
Autocratic
Styles
Tell
Sell
Coach
All styles are valid and have their
benefits. Good leaders move from
style to style as appropriate.
Which will be your
Consult
main styles as a
Black Belt?
Bargain
Participate
Facilitate
Delegate
Avoid
Participating
Styles
BeltM1D1 -89
The Leadership Styles - Black Belts
Tell
When Used in DMAICR:
Sell
Coach
Pros:
- quick
Cons:
- check authority level
- check facts are correct
- buy-in may be limited
- Putting across facts
- Communication
Consult
Bargain
Participate
Facilitate
Delegate
Avoid
BeltM1D1 -90
The Leadership Styles - Black Belts
When Used in DMAICR:
Tell
Sell
Coach
Pros:
- gets buy-in
- Putting across solutions
- Changing methods
- Selling the DMAICR approach
Consult
Cons:
- what is the contingency?
- takes time
- smaller audiences
Bargain
Participate
Facilitate
Delegate
Avoid
BeltM1D1 -91
The Leadership Styles - Black Belts
Tell
When Used in DMAICR:
Sell
Coach
Pros:
- grows skill base
Cons:
- difficult to do well
- initially can be slow
- Using tools with team
- Teaching DMAICR
- Handover to work area
Consult
Bargain
Participate
Facilitate
Delegate
Avoid
BeltM1D1 -92
The Leadership Styles - Black Belts
Tell
When Used in DMAICR:
Sell
Coach
Pros:
- gets involvement
Cons:
- takes time
- check balance of views
- builds expectations
- Sizing the opportunity
- Researching root causes
Consult
Bargain
Participate
Facilitate
Delegate
Avoid
BeltM1D1 -93
The Leadership Styles - Black Belts
When Used in DMAICR:
Tell
- Rolling out difficult solution
- Gaining co-operation
Sell
Coach
Pros:
- works when other
methods fail
Consult
Cons:
- can show weakness
- know the bargaining limits
Bargain
Participate
Facilitate
Delegate
Avoid
BeltM1D1 -94
The Leadership Styles - Black Belts
Tell
When Used in DMAICR:
Sell
Coach
Pros:
- strengthens team
Cons:
- some team members
will expect direction
- it is easy to revert
- Problem solving
- Implementing pilot
- Implementing solution
Consult
Bargain
Participate
Facilitate
Delegate
Avoid
BeltM1D1 -95
The Leadership Styles - Black Belts
Tell
When Used in DMAICR:
Sell
Coach
Pros:
- very good buy-in
Cons:
- some team members
will expect direction
- facilitation is difficult
- Helping group develop
solution for themselves
Consult
Bargain
Participate
Facilitate
Delegate
Avoid
BeltM1D1 -96
The Leadership Styles - Black Belts
Tell
When Used in DMAICR:
Sell
Coach
Pros:
- efficient use of team
- Sharing the work load
- Getting actions completed
Consult
Cons:
- some need chasing
- day job takes prime place
- result not as expected
Bargain
Participate
Facilitate
Delegate
Avoid
BeltM1D1 -97
The Leadership Styles - Black Belts
Tell
When Used in DMAICR:
Sell
Coach
Pros:
- essential at right time
Cons:
- knowing when to leave
- seen as lack of interest
- difficult to walk away
- Ensuring you do not do
the job for the work area
- Once handover complete
Consult
Bargain
Participate
Facilitate
Delegate
Avoid
BeltM1D1 -98
The autocrat in sheeps clothing
Guess whats on my mind
Ask a question and keep on going until the answer
corresponds to your answer.
Clay Pigeon Shooting
Shoot down every answer with reasons why they can not
work, until an answer corresponds to your answer.
Kindly Uncle/Aunt
What I would do if I were you, is...
Leading Questions
Telling the group under the guise of asking. Wouldnt
you agree that the best way to do it is .
The expert
There is only one way to do this, so do it my way.
BeltM1D1 -99
Exercise 5 - My team role as a BB?
What do you need to
do as the team leader
to set up a good
working relationship
with the team?
What will help to
cement your role as
leader?
BeltM1D1 -100
Overnight Challenge
S
S
S
S
S
Create a scheme to
help an individual to
remember the steps
that make up the
DMAICR process.
BeltM1D1 -101
Belt Training
Review of the Day
BeltM1D1 -102
