Coaching Green Belts for Sustainable Success

Daro Mott, Steve Pollock

Description

Six Sigma Green Belts need support in applying new skills after training, yet there is little research about how this works and even less advice about what support looks like in the field. This book is that missing link in providing coaching tips to support Green Belt projects.
There is an abundant amount of information on the technical, “hard skills” aspects of Six Sigma, while considerably less about the interpersonal side of DMAIC. Research has shown that desirable Green Belt project outcomes are greatly influenced by collaboration issues between the coach and the Green Belt team member, and therefore this text focuses on tips for effective collaboration practices.
Besides being a comprehensive discussion about how to coach Green Belts on their first project, it may also be used to coach subsequent Green Belt projects. A case study of Louisville Metro demonstrates this book’s ideas in the field and includes an example of one of its actual Six Sigma Green Belt projects.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Total Quality Management
• Gestion et management
• Economics

Informations

• Publié par: ASQ Quality Press
• Date de parution: 20 avril 2015
• Nombre de lectures: 0
• EAN13: 9780873899932
• Langue: English

Extrait

Coaching Green Belts for Sustainable Success



Also available from ASQ Quality Press:
The Certified Six Sigma Green Belt Handbook , Second Edition
Roderick A. Munro, Govindarajan Ramu, and Daniel J. Zrymiak
Process Improvement Using Six Sigma: A DMAIC Guide
Rama Shankar
Six Sigma Green Belt, Round 2: Making Your Next Project Better than the Last One
Tracy L. Owens
Statistics for Six Sigma Black Belts
Matthew Barsalou
The Certified Six Sigma Black Belt Handbook , Third Edition
T. M. Kubiak and Donald W. Benbow
The ASQ Pocket Guide to Statistics for Six Sigma Black Belts
Matthew Barsalou
The Certified Six Sigma Master Black Belt Handbook
T. M. Kubiak
Practical Engineering, Process, and Reliability Statistics
Mark Allen Durivage
The ASQ Pocket Guide for the Certified Six Sigma Black Belt
T. M. Kubiak
The Certified Quality Engineer Handbook , Third Edition
Connie M. Borror, editor
The Quality Toolbox , Second Edition
Nancy R. Tague
Root Cause Analysis: Simplified Tools and Techniques , Second Edition
Bjørn Andersen and Tom Fagerhaug
The Certified Manager of Quality/Organizational Excellence Handbook , Fourth Edition
Russell T. Westcott, editor
The ASQ Quality Improvement Pocket Guide: Basic History, Concepts, Tools, and Relationships
Grace L. Duffy, editor
To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our website at www.asq.org/quality-press .


Coaching Green Belts for Sustainable Success
Steve Pollock and Daro Mott
ASQ Quality Press
Milwaukee, Wisconsin



American Society for Quality, Quality Press, Milwaukee 53203
© 2015 by Steve Pollock
All rights reserved. Published 2015
Library of Congress Cataloging-in-Publication Data

Pollock, Steve, 1957–
Coaching green belts for sustainable success / Steve Pollock and Daro Mott.
pages cm
Includes bibliographical references and index.
ISBN 978-0-87389-904-8 (hard cover : alk. paper)
1. Six sigma (Quality control standard) 2. Supervision of employees. I. Mott, Daro. II. Title.
TS156.17.S59P65 2015
658.4 ’ 013—dc232015007108

ISBN 978-0-87389-904-8

No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

Publisher: Lynelle Korte
Acquisitions Editor: Matt T. Meinholz
Managing Editor: Paul Daniel O’Mara
Production Administrator: Randall Benson

ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.

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To place orders or to request ASQ membership information, call 800-248-1946. Visit our website at http://www.asq.org/quality-press .







To my wife Betsy, for encouraging me to tell the story of my work, and to my parents, Dick and Sue Pollock, for raising me to be captivated by ideas that become ways to help others.
Table of Contents
List of Figures and Tables
Introduction
Acknowledgments
Part I: Coaching Green Belts
Chapter 1: Overview
Chapter 2: Green Belt Talent Development
Chapter 3: Define Phase
Chapter 4: Measure Phase
Chapter 5: Analyze Phase
Chapter 6: Improve Phase
Chapter 7: Control Phase
Chapter 8: Summary—DMAIC
Chapter 9: Technical Resource Guide
Part II: Collaboration Approach
Chapter 10: Meeting the Team for the First Time
Chapter 11: Now What?
Chapter 12: Collaborative Culture
Summary
Chapter 13: Each Meeting
Chapter 14: DMAIC Collaborative Culture
Kotter Model Planning Template
Chapter 15: Lessons Learned
Part III: Field Case Study
Chapter 16: Louisville Metro Government
Part IV: Appendixes
Appendix A: Example Continuous Improvement Story
Appendix B: Perceived Drivers of Green Belt Projects “Data”
References
About the Authors


List of Figures and Tables
Figure I.1 The Green Belt learning curve.
Figure 1.1 The big three DMAIC adoption challenges.
Figure 1.2 Most research is about Black Belts.
Figure 1.3 Basic coaching process.
Figure 1.4 Key coaching tips.
Figure 2.1 Key listening tips.
Figure 2.2 DMAIC Report—Project Summary.
Figure 2.3 Filling out the Project Summary.
Figure 2.4 Typical DMAIC Report Project Summary questions.
Figure 2.5 Project Summary—top two questions.
Figure 2.6 Key coaching tips—Project Summary.
Figure 2.7 Project Summary themes.
Figure 3.1 The define phase.
Figure 3.2 Documenting the define phase.
Figure 3.3 Typical define phase questions.
Figure 3.4 Define phase—top two questions.
Figure 3.5 Key coaching tips—define phase.
Figure 3.6 Define phase themes.
Figure 4.1 The measure phase.
Figure 4.2 Documenting the measure phase to communicate the baseline.
Figure 4.3 Typical measure phase questions.
Figure 4.4 Measure phase—top two questions.
Figure 4.5 Key coaching tips—measure phase.
Figure 4.6 Measure phase themes.
Figure 5.1 The analyze phase.
Figure 5.2 Documenting the analyze phase to identify key root causes.
Figure 5.3 Typical analyze phase questions.
Figure 5.4 Analyze phase—top two questions.
Figure 5.5 Key coaching tips—analyze phase.
Figure 5.6 Analyze phase themes.
Figure 6.1 The improve phase.
Figure 6.2 Documenting the improve phase to identify the action plan.
Figure 6.3 Typical improve phase questions.
Figure 6.4 Improve phase—top two questions.
Figure 6.5 Key coaching tips—improve phase.
Figure 6.6 Improve phase themes.
Figure 7.1 The control phase.
Figure 7.2 Documenting the control phase to close out the project.
Figure 7.3 Typical control phase questions.
Figure 7.4 Control phase—top two questions.
Figure 7.5 Key coaching tips—control phase.
Figure 7.6 Control phase themes.
Figure 8.1 DMAIC summary.
Figure 9.1 Technical resource guide— key roles .
Figure 9.2 Technical resource guide— role definitions .
Figure 9.3 Technical resource guide— project selection .
Figure 9.4 Technical resource guide— change management .
Figure 9.5 Technical resource guide— coach reference manual .
Figure 10. 1 Options for meeting with your team the first time.
Table 10.1 First meeting agenda items.
Figure 10.2 First meeting template.
Figure 10.3 Example of a completed first meeting session.
Figure 11.1 KISS.
Table 11.1 Sources of information on Green Belt coaching.
Figure 11.2 The integrated follow-up model.
Figure 12.1 Getting the meeting space right.
Table 12.1 Checklist of key principles for collaboration.
Table 13.1 Three things.
Figure 13.1 Project documentation elements for DMAIC.
Figure 14.1 The Kotter model for managing change.
Figure 14.2 Simple Kotter planning template for process changes.
Figure 14.3 Simple Kotter planning template for process changes—example.
Figure 14.4 Simple Kotter planning template for innovation—example.
Figure 14.5 Simple Kotter planning template for career growth—example.
Figure 14.6 Simple Kotter planning template for member learning—example.
Table 15.1 Shared learning examples—from small to large learning.
Figure 16.1 Six Sigma Workshop discussing the DMAIC framework.
Figure 16.2 Measure phase sponsor review with the Department of Emergency Medical Services.
Figure 16.3 Brainstorming session in a team - based environment involving staff from outside the department, frontline staff, and management.
Figure 16.4 Coaching a weekly Six Sigma workshop.
Figure 16.5 Six Sigma workshop participants create a fishbone diagram.
Figure 16.6 A lieutenant from the police d epartment creates a failure mode and effects analysis chart.
Figure 16.7 Louisville Statistics Forum with the Department of Human Resources, led by a Certified Six Sigma Green Belt.
Figure 16.8 Louisville Statistics (LouieStat) Forum with the Department of Emergency Medical Services.
Figure 16.9 The authors working out details for applying the collaboration model at Louisville Metro.
Figure 16.10 The mayor recognizes an outstanding consultant who taught Louisville Metro the enterprise model.
Figure 16.11 The chief of performance improvement addresses the crowd during the city’s day of celebration of quality.
Figure 16.12 Six Sigma workshop about the relationship of histograms to control charts using data from workshop participants.
Figure 16.13 The authors interpret control charts in Minitab software.
Figure 16.14 Coauthor Pollock’s research guided the collaboration efforts.
Table 16.1 LouieStat objectives.
Figure 16.15 Authors’ article describing the collaborative effort.
Figure 16.16 Authors presented at the 2014 World Conference about the collaboration.
Figure 16.17 Mayor Fischer recognizes Humana’s quality professionals and Humana’s president Bruce Broussard (immediately left of the mayor), for support and guidance.
Figure 16.18 Louisville Mayor Greg Fischer conducts a PDCA workshop during the city’s Day of Celebration.
Figure 16.19 The chief of performance and technology and the Louisville Metro Police Department solve problems in a LouieStat Forum.
Figure 16.20 Daro Mott facilitates a workshop during the city’s Day of Celebration.
Figure 16.21 The chief of perfo