01.02.leadership Version 2

UAQ Facultad de Ingeniería Diplomado en Seis Sigma 1ra Edición
Module 1 BoK
Module 1
I ENTERPRISE-WIDE
DEPLOYMENT
B. LEADERSHIP
Fi Facultad de Ingeniería Diplomado en Seis Sigma

#1
Module 1 BoK
ASQ BoK I.B Enterprise wide deployment:

Leadership
A. Enterprise leadership responsibilities

B. Organizational roadblocks
C. Change management
D. Six sigma projects and kaizen events
E. Six sigma roles and responsibilites
#2
Manual del Participante

Derechos Reservados UAQ 2009 1
Module 1
ASQ BoK I.B.1 Enterprise leadership

responsibilities
Describe the responsibilities of the

executive leaders and how they
affect the deployment of six sigma
in terms of providing resources,
managing change, communication
ideas, etc. (Understand)

#3
Module 1 BoK I.B.
Leadership Responsibilities:
Eight dimensions of quality

#4

Module 1 BoK I.B.
Concept of Quality

#5
Module 1 BoK I.B.
Concept of Quality Improvement

#6

Module 1 BoK I.B.
Concept of Quality Improvement

#7
Module 1 BoK I.B.

#8

Module 1 BoK I.B.
Quality Planning-
• Does the organization has a strategy?
• Marketing: Customers, customer’s needs,
product development – Quality targets
• Finance: Capital, its sources and its risk
• Talent: People and their training
• Operations: Resources
#9
Module 1 BoK I.B.
Quality Assurance-
• Does the organization has a QMS?
• Resources allocation
• Quality issues management
• Policies, procedures and methods
• Documentation and Records

# 10

Module 1 BoK I.B.
Quality Control and Improvement-

• Do product and services meet
requirements?
• DPC and DOE applied
• Project by project
• Project selection and prioritization

# 11
Module 1 BoK I.B.
Differences of six sigma vs “other” quality
approaches
DMAIC, Lean and DFSS are process
improvement methodologies oriented to
planning, control and improvement.

# 12

Module 1 BoK I.B.
approaches
ISO, TS, and other similar quality
certifications are valuable assessment
tools for the quality assurance aspects
of an organization.

# 13
Module 1 BoK I.B.
approaches
ISO9000 Fundamentals
ISO9004 Performance ISO9001 Requirements

# 14

Module 1 BoK I.B.
approaches
The ISO and other quality certifications
focus on quality assurance without
sufficient weight given to quality
planning and quality control and
improvement.

# 15
Module 1 BoK I.B.
approaches
A wrong scope is when top management is
not aware of differences between a
QMS and Continuous Improvement.
Sympton: Everything related with
Quality, Lean, SS or Certifications in
general is addressed to the quality
department.

# 16

Module 1 BoK I.B.
Six Sigma Focus

# 17
Module 1 BoK I.B.
Six Sigma Concept

# 18

Module 1 BoK I.B.
Six Sigma Summary

# 19
Module 1 BoK I.B.
Six Sigma Requires

# 20

Module 1 BoK I.B.

# 21
Module 1 BoK I.B.
DFSS: Matches needs-capability

# 22

Module 1 BoK I.B.
Lean: Waste elimination for speed

# 23
Module 1 BoK I.B.
DMAIC: PDCA based problem solving

# 24

Module 1 BoK I.B.1
Leadership Responsibilities
There are many ways to structure a six

sigma implementation strategy with
a common core:
– Management support
– Training
– Reinforcement

# 25
Module 1 BoK I.B.1
An effective six sigma program

includes:
– Careful planing and implementation
– People trained
– Financials and time allocated
– Availability of talent

# 26

Module 1 BoK I.B.1
A program involving change is difficult

in bad times, because of:
– Low profitability: No time for
improvement
– Scare resources due to: Focus on
survival

# 27
Module 1 BoK I.B.1
A program involving change is difficult

in good times, because of:
– High profitability: No need for
improvement
– Scare resources due to: Focus on
current source of cash flow

# 28

Module 1 BoK I.B.1
Variability reduction will be harder as

evident problems are solved:
– Early “easy” successes < 4.5σ
– Longer and resources consuming
projects ≥ 5σ

# 29
Module 1 BoK I.B.1
Training is essential
Everyone: SS Orientation
Top Management: Sponsorship

MBB for coaching
Middle Management: Championship
Operative: BB, GB Training

# 30

Module 1 BoK I.B.1
Reward and Reinforcement
Management:
A Clear Rewards System

Equilibium in rewards
Integration w/”Std” evaluation systems
Belts: Career Paths
Teams: Recognition for Improvements

# 31
Module 1
ASQ BoK I.B.2 Organizational roadblocks
Describe the impact an organization’s

culture and inherent structure can have
on the success of six sigma, and how
deployment failure can result from the
lack of resources, management
support, etc.; identify and apply various
techniques to overcome these barriers
(Apply)

# 32

Module 1 BoK I.B.2
Flat organizations
•Owner or CEO dependent

•Static, no one wants to run the risk
•Erratic, some wants other no with
equal power
•Lack of resources for improvement

# 33
Module 1 BoK I.B.2
Tall organizations
•Slow communication
•Long reaction time when decided
•Delayed vertical feedback
•Too bureaucratic
•Focus in serve a position

# 34

Module 1 BoK I.B.2
Functional organizations
•Specialized people, process unawared

•Difficult project’s coordination
•Specialty or departamental assumption
are too strong

# 35
Module 1 BoK I.B.2
Product organizations
•Duplicated services
•Focus in a customer or market with no
corporate focus
•Some products or lines compete with
others

# 36

Module 1 BoK I.B.2
Geographic organizations
•Similar to functinal organizations

•Additionaly, many undesirable regional
cultural features may arise
•Difficult project management due to
distances

# 37
Module 1 BoK I.B.2
Matrix organizations
•Redundant supervision
•Difficult to get a final decision
•Manager with performance evaluation
powers rules
•Competing values

# 38

Module 1 BoK I.B.2
Team based organizations
•Many occupational subcultures

•Erratic communication due to multiple
channels
•Permanent threats to middle
management

# 39
Module 1 BoK I.B.2
Cross functional collaboration
•Each customer order is breaked into

many departments collaboration.
•Variuous head with different agendas
participate in a single process
•Conflicting goals
•Conflicting “languages”

# 40

Module 1 BoK I.B.2
•Lateral coordination
•Project approach
•Common goals and policies
•Common metrics

# 41
Module 1 BoK I.B.2
•All “departments” within a team reports

to a single boss
•Interactive planning
•Common rewards shared by all project
team members

# 42

Module 1
ASQ BoK I.B.3 Change management
Describe and use various

techniques for facilitating and
managing organizational
change. (Apply)

# 43
Module 1 BoK I.B.3
Organizational change: Change agent
•Is the person or group that acts as the

catalyst and assumes the responsibility
for managing the change process.
•The change agent role is not limited to
the top leaders of the organization.

# 44

Module 1 BoK I.B.3
Organizational change: Change sponsor
•Is a key political supporter and may

provide the change agent with funds,
staff and resources.
•A manager may act as a sponsor or
patron of the change process

# 45
Module 1 BoK I.B.3
Organizational change: Change model
•Unfreezing the existing behavoir

patterns and practices of the work group.
•This is where resistance to new
programs appears and must be dealt
with.

# 46

Module 1 BoK I.B.3
•Movement, when resistance has been

broke, then in time to train and use
technology to drive the practices to a new
arrangement.

# 47
Module 1 BoK I.B.3
•Refreezing, When new skills and

practices have been achieved then is time
to consolidate them as a the new desired
status.

# 48

Module 1 BoK I.B.3
Organizational change: Unfreezing Errors
•Allowing too much complacency:

Establishing a sense of urgency
•Failing to create a sufficiently powerful
guiding coalition: Creating the guiding
team
•Underestimating the power of vision:
Developing a vision and strategy

# 49
Module 1 BoK I.B.3
Organizational change: Movement Errors
•Undercommunicating the vision:

Defining a plan to communicate the
change vision
•Permitting obstacles to block the new
vision: Empowering employees for broad-
based action
•Failing to create short-term wins:
Generating short terms wins
# 50

Module 1 BoK I.B.3
Organizational change: Refreezing Errors
•Declaring victory too soon:

Consolidating gains and producing more
change
•Neglecting to anchor changes firmly in
the corporate culture: Anchoring new
approaches in the culture.

# 51
Module 1 BoK I.B.3
Organizational change: Agents
+ -
Knowledge Too familiar
Internal
Availability Part of problem
Lower cost Biased
Local authority Low trusth
Objective Cost
External
Experience Less knowledge

# 52

Module 1 BoK I.B.3
Organizational change: Resistance
•Something extrange or unfamiliar

•Leads to personal loss
•Key: Involve everyone who might been
affected by the change.
•Key: involvement, Education, Support,
Negotiation, Threats are all ways to deal
with resistance.

# 53
Module 1
ASQ BoK I.B.4 Six sigma projects and kaizen events
Describe how projects and kaizen

events are selected, when to use
six sigma instead of other problem
solving approaches, and the
importance of aligning their
objetives with organizational
goals. (Apply)

# 54

Module 1 BoK I.B.4
Projects - goals: Alignment
Performance Do
Low Specific problem solving projects
Crisis: Survival Apply cost management
Market/product development
Medium Set goals and monitor them
Correction Department improvement teams
Process simplification
High Benchmark, Empowerment
Improvement Strategic plans communication
Continuous Improvement
# 55
Module 1 BoK I.B.4
Projects - goals: Alignment
•A pure six sigma approach achives the

best results if implemented by a high
performance organization.
•Medium and low performance companies
should consider some building steps
before attemping orthodox six sigma.

# 56

Module 1 BoK I.B.4
Projects - goals: Kaizen vs SS
Improvement Similar Different
Methodology
Interdisciplinary Last 3-5 days
Kaizen teams. Specific problem
Specific problem. Experience based
Management analysis
support.
Last longer
DMAIC Buy-in of affected weeks/months
parties
Heavy data driven
analysis

# 57
Module 1 BoK I.B.4
Projects - goals: Focus
•Cost savings
•Customer satisfaction
•Problems
•Target location
•Desing
•Suppliers

# 58

Module 1
ASQ BoK I.B.5 Six sigma roles and responsibilities
Describe the roles and responsibilities

of six sigma participants: black
belt, master black belt, green belt,
champion, process owners and
project sponsors. (Understand)

# 59
Module 1 BoK I.B.5
Roles - Responsibilities: Sponsors
•Executive team of the leaders that will
communicate, lead, and direct the
company’s overall objectives towards
successful and profitable six sigma
deployment.
•Trained in a six sigma overview, and in
successful deployment strategies, tools
and methods for DMAIC

# 60

Module 1 BoK I.B.5
Roles - Responsibilities: Champions
•Upper level managers that control and
allocate resources to promote process
improvements and belts development.
•Trained in the core concepts of SS for
lead the SS implementation.
•Work with BB to ensure top management
is aware of the status of SS deployment.

# 61
Module 1 BoK I.B.5
Roles - Responsibilities: Process owners
•Coordinates process improvement
activities and monitors progress on a
regular basis.
•Work with BB to improve the processes
for which they are responsible.
•They have basic SS training in core
statistical tools.
•May be SS Champions

# 62

Module 1 BoK I.B.5
Roles - Responsibilities: Black Belts
Coach & Mentor

Change Agent
CI Instructor
Project Mgr.
SKILL
CI Leader
KNOWLEDGE CL PM CA CM CI
Organizational Leadership 5 5 10
Strat. People
Customer focus/Project Selection 5 5 10

Process/System Approach 5 5 10
Change Management 5 5 5 15
Project Management 10 10
Team Management 5 5 5 15
DMAIC 5 5 10
Tech.
DFSS 5 5 10
LEAN 5 5 10
20 30 25 25 100

# 63
Module 1 BoK I.B.5
•BB relates with martial arts expert who
coaches and trains others as well as
demonstrates a mastery of the art.
•SSBB are individuals who have studied
and demonstrated skill in implementation
of the principles, practices and
techniques of SS for maximum cost
reduction and profit improvement.
•Full time process improvement leaders
# 64

Module 1 BoK I.B.5
•Team leaders responsible for mesuring,
analyzing, improving and controlling key
processes that influence customer
satisfaction and/or productivity growth.
•Also may be internal consultants
working with many teams at once.
•May be instructors for problem solving
and statistics classes.

# 65
Module 1 BoK I.B.5
•BB are encourage to mentor green belts and
black belt candidates.
•BB tipically demonstrate their skills through
significant financial improvement and customer
benefits on multiple project.
•Potential BB often undertake instruction over 3-4
month period, including variation reduction,
project management and software to aid project
management and statistical analysis.

# 66

Module 1 BoK I.B.5
Roles - Responsibilities: Master Black Belts
•Teachers who mentor BB and review their
projects.
•Requiers both quantitative skills, and the ability
to teach and mentor.
•The ability to teach and mentor is evaluated by
reviewing the number and caliber of people they
have developed.

# 67
Module 1 BoK I.B.5
Roles - Responsibilities: Green Belts
•Usually in part time process improvement
positions.
•An individual who has mastered the basic skills,
but has less experience than black belts.
•May remain green belts or with experience
become black belts.
•Operate under the supervision and guidance or a
black belt or master black belt.

# 68

Module 1 BoK I.B.5
Roles - Responsibilities: Management
•Six Sigma steering commitee

•Quality council
•Executive steering council

# 69
Module 1 BoK I.B.5
Roles - Responsibilities: Six Sigma Leader
•SS Manager
•SS Director
•Master Black Belt

# 70

Module 1 BoK I.B.5
Roles - Responsibilities: Process Owner
•Champion
•Sponsor

# 71
Module 1 BoK I.B.5
Roles - Responsibilities: Coach Team Leader
•Black Belt
•Master black belt
•Facilitator

# 72

Module 1 BoK I.B.5
Roles - Responsibilities: Team Member
•Green belt
•Associate
•Member

# 73


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UAQ Facultad de Ingeniería Diplomado en Seis Sigma 1ra Edición

Fi Facultad de Ingeniería Diplomado en Seis Sigma

ASQ BoK I.B Enterprise wide deployment:

A. Enterprise leadership responsibilities

Manual del Participante

ASQ BoK I.B.1 Enterprise leadership

Describe the responsibilities of the

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Manual del Participante

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Manual del Participante

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Manual del Participante

Module 1 BoK I.B.

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Manual del Participante

Module 1 BoK I.B.

Quality Control and Improvement-

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Manual del Participante

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Module 1 BoK I.B.

ISO9004 Performance ISO9001 Requirements

Manual del Participante

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Manual del Participante

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Manual del Participante

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Manual del Participante

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Manual del Participante

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Module 1 BoK I.B.

Fi Facultad de Ingeniería Diplomado en Seis Sigma

Manual del Participante

Module 1 BoK I.B.1