A Guide to Lean Six Sigma Management Skills

Lean practices have revolutionized the way processes and procedures are carried out in the workplace. However, lean thinking does not only apply to the "what" of business operations, but also the "who." Worker bees are a driving force behind the realization of a lean business. It's your job to keep them in the know. Show worker bees how lean principles can: - Increase enjoyment in their work - Help them understand their role in the big picture - Reduce their uncompensated overtime Authored by one of the most respected Six Sigma Master Black Belts, A Guide to Lean Six Sigma Management Skills presents lean theories, tools, and methods from the worker bee's point of view. By sharing the concepts presented in this indispensible volume, you will facilitate a smooth transition to lean and empower your worker bees' to reach peak performance.

Preface	p. xi
Acknowledgments	p. xiii
About the Author	p. xv
The Meaning and Purpose of Work	p. 1
Traditional View of Work	p. 1
Doing Your Job	p. 1
Reacting to Daily Crisis	p. 2
Lean Six Sigma View of Work	p. 2
A New Perspective on Life and Work	p. 3
Principle 1: Life and Business Are Processes	p. 3
Principle 2: All Processes Exhibit Variation	p. 4
Principle 3: Two Causes of Variation Exist in Many Processes	p. 5
Principle 4: Life and Business in Stable and Unstable Processes Are Different	p. 9
Principle 5: Continuous Improvement Is Economical, Absent Capital Investment	p. 11
Principle 6: Many Processes Exhibit Waste	p. 12
Principle 7: Effective Communication Requires Operational Definitions	p. 13
Principle 8: Expansion of Knowledge Requires Theory	p. 14
Principle 9: Planning Requires Stability	p. 15
Conclusion	p. 16
Doing Your Job and Improving Your Job	p. 16
Principle 1	p. 16
Principle 2	p. 20
Principle 3	p. 20
Principle 4	p. 25
Principle 5	p. 26
Principle 6	p. 27
Principle 7	p. 53
Principle 8	p. 54
Principle 9	p. 70
More on Common and Special Causes (Improve the Process to Eliminate Daily Crises)	p. 70
The Funnel Experiment	p. 72
The Red Bead Experiment	p. 82
Feedback Loops	p. 85
Four Questions You May Ask about Lean Six Sigma Management	p. 86
Motivation and Compensation	p. 89
Traditional View: Extrinsic Motivators	p. 89
Lean Six Sigma View: Intrinsic and Extrinsic Motivators	p. 91
Background	p. 91
Lean Six Sigma and Performance Appraisal	p. 91
The Revised Performance Appraisal System	p. 99
Conclusion	p. 101
Working Conditions	p. 103
Introduction	p. 103
Poor Training	p. 104
Slogans, Exhortations, and Targets That Demand Higher Levels of Productivity	p. 106
Work Standards (Quotas and Piecework) on the Factory Floor	p. 107
Fear	p. 108
Barriers That Rob the Hourly Worker of His Right to Pride of Workmanship	p. 109
Lack of Education and Self-Improvement Efforts	p. 110
Behavior and Relationships	p. 113
Types of Individual Behavior	p. 113
Purpose of Assertive Behavior	p. 114
Steps toward Assertive Behavior	p. 114
Step 1	p. 114
Step 2	p. 119
Step 3	p. 120
Step 4	p. 123
Personal Discipline	p. 123
Debunking Myth 1	p. 124
Debunking Myth 2	p. 124
Debunking Myth 3	p. 124
Debunking Myth 4	p. 125
Debunking Myth 5	p. 125
Selected Types of Relationships	p. 126
Boss-Subordinate Relationships	p. 126
Co-Worker Relationships	p. 129
Selected Techniques for Improving Relationships	p. 130
Other People's Views (OPV)	p. 130
Consequences & Sequel (C&S)	p. 131
Alternatives, Possibilities, and Choices (APC)	p. 131
Improving Team Behavior	p. 133
Stages of Team Behavior	p. 133
Escalating "I" Messages for Improving Team Behavior	p. 134
Conflict Resolution Skills for Improving Team Behavior	p. 135
Step 1: View the Participants in the Conflict as Equals Trying to Solve a Problem to Their Mutual Advantage	p. 136
Step 2: Identify the Viewpoints of All Participants of the Conflict	p. 136
Step 3: Develop Alternative Solutions for the Conflict That Result in "Win-Win" Situations, or at Least "No Lose" Situations	p. 137
Step 4: All Participants in the Conflict Review the "Win-Win" Solutions or Negotiate the Differences in Their Solutions to Create "No Lose" Solutions to the Conflict	p. 139
Step 5: Avoid the Common Pitfalls of "No Lose" Solutions	p. 139
Step 6: Try Out the "Win-Win" Solution or the Best "No Lose" Solution for a Limited Time Period	p. 140
	p. 141
Bibliography	p. 143
Index	p. 145
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