9 hours 53 minutes
Welcome back, guys. I'm Katherine MacGyver, and in our next few modules, we're going to go over 10 key questions that your project sponsors may ask. And the reason why I want to go over this at this point in your training is you have now completed your project charter.
So you have an idea
in the imaginary will you have an idea of what the problem is in how you want to fix it. So now the next piece is getting your sponsor to sign off. So getting the group around you excited And with that throughout my career, I have bumped up against 10 key questions and they come in different variations.
But I want to go through them with you because you will probably hear them. As you're starting to implement Lean and six sigma in your workplaces Well or some variation of them.
I want you guys to be able to be prepared to answer those.
The 1st 1 why is lean six Sigma priority? It can sound like a lot of things. The first. The way that I usually hear this is we don't necessarily have the time or recesses toe work on this right now it could be, You know, we have so many things that are played or is now the best time to start it.
But really, what your sponsor or anybody is asking you is
why should I pick this over anything else that we're working on? So the answers to these are talking about how you're going to support the company and being more effective, inefficient, they're never going. There will always be conflicting priorities.
So with that, we want to make sure that we're working on the right things. So which problems have which?
Which problems have the largest impact? Or, conversely, which solutions have the biggest bang for a buck So we can talk about the prioritization matrix and how we know we're working on the right thing. But at the end of the day, you want to invest time in your organization
because you want to create the culture of kaizen. You want an organization
that has a ingrained in their cultural genetics to continue making improvements as they go along. So you want employees that collaborate. You want to be data driven. You want customers who feel like their requirements are being met because remember happy customers equal happy Cos
how much is this going to cost me? This is one of the first questions you always here but things that you may hear about isas. Oh, the budgets already set for the year. Or how do I know I'm gonna get my money back? The return on investment. Um, and there's a really straight forward answer to this.
One of the very first things that lean six Sigma does
is look at the eight wastes which the eight ways equates to revenue on. There might be some that are more or less appropriate for your organization, but at the end of the day, the eight waste can be translated into we stick capacity and wasted revenue.
So we want to talk about that because that opens us up for more opportunities or opens us up for having different dollars to invest other places.
So, yeah, it might cost you something to get started in capacity for your team, but that we're going Teoh immediately. Houn in on waste and value, add non value add.
Um, isn't lean six sigma gonna rob us of our creativity? I love this question because I fundamentally think that lean six Sigma is a creative process, but things that you might here are, we do things differently or were a leader in the innovation space. Or,
you know, we use the Blue Ocean strategy in developing solutions,
which basically means that we look for areas that there are other people and we want to work in that because we want to be different.
So the answer to this is the domestic model is fundamentally the scientific method for organizations. It's a form of design thinking. And when we talk about design thinking, what we're talking about is ah, framework to ensure that our innovations are sustainable and helpful for your organizations.
We want to empower our employees
to understand the organizational requirements and then come up with solutions within that so really being novel and creative and innovative on. There's absolutely nothing in lean six Sigma that tells you what your solution is. What we're going to give you is a whole bunch of tools,
and they're gonna help you as a team work towards the best solution for your organization,
and you could have two organizations that do the exact same business, and the team comes to different conclusions and have different solutions with different results. I speak from a place of certainty on that, so there's nothing about it that says, This is how you have to do it. What it is is it creates the framework to allow us tohave
sustainable creativity. So we're not coming up with wild things that don't have benefits. Because remember, at the end of the day,
we want our solutions to ultimately improve our objectives.
So the next one isn't lean six Sigma failure.
Motorola didn't do well. We all remember Motorola had their heyday. They won the Malcolm Baldridge Award. And then, you know, Motorola today is not Mattarella of the eighties. So you hear talking about Motorola? Um, you talk about how how do I know this won't be a failure? This relates back to
the conversation about how much is this going to cost me or why is this the most important priority?
The the easy answer for this is that's a justification for resistance. If we say that everybody else was a failure, it's kind of like saying that everybody else's solution will work for our organization. Andan. The next piece is the inventor is not always the best.
So we have stood on the shoulders of giants. Isaac Newton said that when he was talking about how his science was so much more advanced
than the science ahead of them. So if you think about the way that Six Sigma evolved from Motorola up through Texas Instruments and Allied Signal, we went from purely manufacturing floor to an entire cultural phenomena g e associated employee performance with it. So
just because it was invented by Motorola or was a failure in a different organization
doesn't necessarily mean that it's gonna be one for you because you is the greenbelt know how to tailor it so that it works best for your organization. So today we went over three of those questions that you're going to hear on ***. I gave you some of my suggestions for answering those questions
in the next module. We're going to go over another set of questions
that you're probably gonna here as pushback for doing your lean six Sigma aspirations. So we will talk through those and I will see you there
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