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Champions are senior leaders who "own" the areas relevant to the lean six sigma projects. They regularly assess and communicate progress, identify specific savings gained from LSS applications, and review the project to ensure everything is running smoothly. Champions also translate their company's vision, missions, goals, and metrics into individual unit tasks.
Champions are senior leaders who "own" the areas relevant to the lean six sigma projects. They regularly assess and communicate progress, identify specific savings gained from LSS applications, and review the project to ensure everything is running smoothly. Champions also translate their company's vision, missions, goals, and metrics into individual unit tasks.
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Champions are senior leaders who "own" the areas relevant to the lean six sigma projects. They regularly assess and communicate progress, identify specific savings gained from LSS applications, and review the project to ensure everything is running smoothly. Champions also translate their company's vision, missions, goals, and metrics into individual unit tasks.
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Define 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
Measure 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?
Analyze 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?
Improve 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?
Control During the project, how will I control risk, quality, cost, schedule, scope, and changes to the plan? 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 doers.
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.