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Outline Answer A1a

• What is the business case for the project?
• Identify the customer
• Current state map
• Future state map
• What is the scope of this project?
• Deliverables
• Due date

• What are the key metrics for this business process?
• Are metrics valid and reliable?
• Do we have adequate data on this process?
• How will I measure progress?
• How will I measure project success?

• Current state analysis
• Is the current state as good process can do?
• Who will help make the changes?
• Resource requirements
• What could cause this change to fail?
• What major obstacles do I face in completing this project?

• What is the work breakdown structure?
• What specific activities are necessary to meet the project's goals?
• How will I re-integrate the various subprojects?

• During the project, how will I control risk, quality, cost, schedule, scope, and changes to the
• What types of progress reports should I create?
• How will I assure that the business goals of the project were accomplished?
• How will I keep the gains made?

Outline Answer A2a
Conditions, which will inhibit the successful implementation of Statistical Process Control include:
- Fear of stats
- Lack of top management commitment
- Lack of middle management support
- Failure to stay on course
- Haphazard approach
- Failure to provide adequate training – including stats
- Focus on short term profit
- Failure to solicit worker input
- Lack of funds to remedy problems
- Failure to understand fitness for purpose

Outline Answer B1
• Champions (or Project Sponsors) are senior leaders, usually Commanding
Officers and Program Directors who “own” the areas relevant to the LSS projects.
They support the Belts by sponsoring the project and implementing the solutions that
are developed through the DMAIC process. They regularly assess and communicate
progress, identify specific savings gained from LSS applications, and review the
project to ensure everything is on track and running smoothly. They also provide the
resources to implement the LSS plan and manage communications between team
players. Champions lead the change to Lean Six Sigma! Project Champions take
their company's vision, missions, goals, and metrics and translate them into
individual unit tasks. Additionally, Champions must remove any roadblocks to the
program's success.

• Master Black Belts work full time to train and coach Black/Green Belts and also to
provide statistical problem solving expertise. Though there are currently no Master
Black Belts within Navy Region Southeast, it is expected that a few will emerge after
Commander, Navy Installations Command (CNIC) trains several Black Belts. These
Master Black Belts, assigned to CNIC, will work with Black Belts across the entire
command. Master Black belt train black belts, they must know everything the black
belts know, as well as understand the mathematical theory on which the statistical
methods are based.

• Black Belts also devote 100% of time to LSS activities. They lead LSS project
teams, and they train and mentor Green Belts. Black Belts have completed in-depth
training in LSS methods and tools. Generally they possess the following
competencies: team facilitating; problem solving; process orientation/systems
thinking; change facilitation; communications skills; computer knowledge; program
and project management; and financial analysis. Black belt, also called technical
leader are technically oriented individuals held in high regard by their peers and they
are the doer’s.

• Green Belts are the backbone of the LSS teams. They lead small-scale projects,
Kaizens, and Rapid Improvement Events (RIEs) and assist in Black Belt projects
within their functional area. They receive a basic level of training in LSS tools and
concepts. Green Belts provide internal team support to Black Belts. Typically, a
Green Belt will be a respected worker who can manage the team in the absence of
the Black Belt.

• Yellow Belts are members of the team who devote 5% -15% of their time to their
assigned LSS project.

Outline Answer B2
The leader's personal qualities and characteristics are those, which create the willingness to
follow in those persons being led. Terms like trustworthy, courageous, compassionate, visionary,
persuasive, and charismatic are often used to describe leadership behaviour.
Leadership in TQM requires the manager to provide an inspiring vision, make strategic directions
that are understood by all and to instil values that guide subordinates. For TQM to be successful
in the business, the supervisor must be committed in leading his employees. A supervisor must
understand TQM, believe in it and then demonstrate their belief and commitment through their
daily practices of TQM. The supervisor makes sure that strategies, philosophies, values and
goals are transmitted down through out the organization to provide focus, clarity and direction. A
key point is that TQM has to be introduced and led by top management. Commitment and
personal involvement is required from top management in creating and deploying clear quality
values and goals consistent with the objectives of the company and in creating and deploying well
defined systems, methods and performance measures for achieving those goals.
In any organization where people have had jobs of "supervising" or "managing" others, Dr.
Deming says the traditional activities associated with these jobs should be replaced by
"Leadership." Traditional supervisory activities include auditing and inspection of the performance
of others. Such activities are reactive rather than proactive. Deming gives very specific examples
of what Leadership means with emphasis on organizational management. He comments on what
a Leader will know, will do, and what beliefs and assumptions the Leader will operate under to do
his/her job in accordance with the Fourteen Points.
Shortcomings include:
• employees submersed in dealing with each day's crisis or quota,
• improvement efforts stalled by focusing on conformance rather than improvement,
• people unable to achieve their potential,
• employees blamed for problems that are actually faults of the system,
• employees asked to explain variation which results from causes which are common
to all outcomes and can only be removed by management action to change the way
the system operates,
• "program-of-the-month" management (lack of constancy of purpose) resulting in
employee cynicism,
• employees frustrated and demoralized by being prevented from doing high quality
work and being powerless to change the system,
• adversarial relationships with customers, suppliers and employees,
• the cost of products and services bloated by waste,
• product of unpredictable quality,
• dissatisfied customers,
• stagnant or eroding market position.