Time
9 hours 53 minutes
Difficulty
Intermediate
CEU/CPE
10

Video Transcription

00:00
Welcome back, guys. I'm Katherine MC Iver, and in this module, we're going to continue on questions that sponsors may ask you, or, more specifically, ways that you may get pushback. So one of the things that I don't necessarily know that it reinforced in the last module a strong as I would have liked Teoh is we're talking about this now
00:20
at the chartering point in the conversation, because this is going to be most likely when you're going to receive the most pushback on your lean and six Sigma aspirations.
00:30
So for a couple of reasons, the this is going to be at the point when your leadership has to commit resource is so if I was ever going to say no, I was going to do it. Now then The next part of that is, is, as you start having tangible delivery bols that have meaning for your champions and sponsors.
00:50
So being able to come back and show them the root cause analysis
00:53
or show them where your processes have wastes in them become it makes your lean and six Sigma program become more real for them. And then, of course, because you're very good at project selection, and you remember the compounding effect of little air projects compared to the big Kahuna.
01:10
As you continue down your lean six Sigma journey, you will find that buy in from your sponsors will be easier and easier because you will have history to build upon.
01:19
But
01:19
with that, let's continue talking about ways that you're going to get pushback from your sponsors and champions and arguably the entire organization. So the next one is There isn't anything new about Lean six Sigma is there and lets me come up in a lot of different ways. The 1st 1 is is we'll talk about
01:38
how long ago the discipline was developed.
01:41
We can talk about how we're gonna be on the cutting edge of practices. You care this, in the phrase of innovation, quite a bit where we're innovating on that, we don't necessarily want to incorporate outdated ideas. Really. What this all comes down to is
01:57
lean, and six Sigma is last year's model, and we don't necessarily want to commit to that because we're going to be next year's big thing.
02:04
With that being said, there are a couple of answers to that. The first answer is No, there isn't anything new or novel about Lean six Sigma. The newness in the novelty comes in how you implement it and the benefits that you receive from it. I mean, you could argue back, depending on how sassy your feeling
02:23
there really isn't anything new in accounting either. But we still go with the generally accepted accounting practices. As the you know,
02:32
God given standards depends on how sassy you want to be. The more
02:40
conversational way that I have answered this actually goes back to the culture of kaizen. So when we're talking about well, really, while it may not be new or novel, you are talking about bringing in ways to implement employees who are constantly seeking ongoing improvement
03:00
in your organization in your processes arguably in your products as well,
03:04
because you're driven by your customer requirements. And what organization doesn't want engaged employees who make data driven decisions that ultimately delight their customers. So with that, that would be my answer, for there's nothing new about lean six sigma.
03:19
The next one up is isn't lean six sigma just for manufacturing? No, but you may hear this talking about relevance. You may hear the organization's talking about how
03:31
the work that they do is different and our it's based off of information. How it's transactional service or professional services is one that gets a lot of pushback because,
03:40
you know people are our product. But really, what it comes down to is I don't necessarily know if this is going to help us because we don't make widgets. So you your answers back, are this are going to be, Yeah, it used to be manufacturing,
03:57
but it quickly evolved into a business white practice when I mean quickly. Within a couple of years of being developed,
04:03
Allied Signal went from being nothing to We're going to implement this in Finance and HR and marketing and sales. It really became a business white practice. But that being said, the examples that we give form Lean and Six Sigma tended to be
04:23
manufacturing and not necessarily as much because its roots are in manufacturing, but more because it's easier to find visual depictions of manufacturing.
04:32
If I were to show you a five s smartphone,
04:36
Yellow belt
04:39
smart five s module, if I were to show you a five a smartphone, it wouldn't necessarily pack as much punch as showing you a five s workspace, with all of the tools having a shadow board and you having a regular maintenance cycle. So, yes,
04:54
it started in manufacturing. And yes, we use it for teaching. But it's more because it's easier to illustrate our point, then say, trying to do
05:01
lean and six Sigma and credit card transactions where you're not gonna have a lot of great graphics to reinforce it
05:09
the next one up. Can we really do this without processes? So this one actually relates back to your organizational maturity model. So back to yellow belt, we're talking about organ majority in capacity. What you're going to hear people pushing back on is is we're agile. We move with a lot of velocity where a start up
05:27
we don't necessarily waste time on S O. P is just yet.
05:30
So remember,
05:31
procedures are not processes, processes air. How we actually get work done on. Every organization has thumb. So we we go back to our yellow, but we talk quite a bit about five s and how it's important for us to standardize things. We talk about the first level of our organizational maturity model where
05:50
the first thing that we need is have the same people who do the same work, do it the same way every time. And then we need to move into
05:57
department. So groups of people who do the same work do it the same way every time. Because that builds the foundation for us to later have more robust data driven. We can start looking at big process improvements because you're not looking at an out of control or an unstable process. That being said
06:17
Lean and six Sigma starts at all points in your journey, we just talk through a couple of ways that you can help develop processes you can do PDC A's where you are starting to standardize work together you can do five s is where you start seeing standardization across your department. So, yes,
06:35
you can do it without processes that goes back to those smaller winds that we were talking about in our project selection, where maybe your project is to standardize all practices within a department.
06:48
So with that today, we went over another sample of questions that you might be asked when we're talking about getting chartered, asking sponsors and champions for Resource is or really when you're talking about anything related to lean and six Sigma
07:04
in our next module, we will finish up those 10 questions that I have heard most frequently, So I will see you guys there.

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Lean Six Sigma Green Belt

This Six Sigma Green Belt course teaches students how and where to apply the Six Sigma process improvement methodologies. Upon completing the course, students will have the skills and knowledge to pass the Six Sigma Green Belt certification exam.

Instructed By

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Kathryn McIver
Lead Instructor at Evidence-Based Management Association
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