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Chapter 2

Chapter 2. Leadership. Objectives. Enterprise Leadership Responsibilities Organizational Roadblocks Change Management Six Sigma Projects and Kaizen Events Six Sigma Roles and Responsibilities. Enterprise Leadership Responsibilities.

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Chapter 2

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  1. Chapter 2 Leadership

  2. Objectives • Enterprise Leadership Responsibilities • Organizational Roadblocks • Change Management • Six Sigma Projects and Kaizen Events • Six Sigma Roles and Responsibilities

  3. Enterprise Leadership Responsibilities • The leader’s job is to implement systems that identify and solve problems that impede the effectiveness of the process. • The leader must allocate resources to support team based problem identification and solution. • The leader must allocate resources to install corrections and ensure that problems do not recur.

  4. Organizational Roadblocks • A highly centralized organizational structure tends to have more inertia than a decentralized one. • An unintended consequence is that fundamental improvements are difficult to achieve. • A remedy is that teams can be empowered with budgets. • Everyone must understand that an important part of their job is to make improvements. Incentives for improvements must be provided.

  5. Change Management • Steps to manage change: • 1. Communicate the need for change. Use data regarding market share, and competition. • 2. Communicate near term, and long term goals. • 3. Communicate early successes and recognize those responsible. • 4. Establish the need for being a nimble, changing organization. • Errors to avoid: • 1. Inadequate communication or explanation of change. Employees tend to resist change they do not understand.

  6. Six Sigma Projects and Kaizen Events • In one technique the company develops up to 4 vision statements. • Company goals, projects, and relevant work plans are developed on the basis of these vision statements. • Periodic audits are then conducted to monitor progress. • Projects involving extensive data are assigned to Six Sigma teams. • Process improvement may be assigned to lean manufacturing teams using kaizen tools. • Projects with the greatest contribution to the bottom line (profit) receive the highest priority.

  7. Six Sigma Roles and Responsibilities • 1. Black Belts: Work full time on Six Sigma projects. They are trained in statistical methods and proficient in working with teams. Usually 1% of employees in organization. Also train and mentor Green Belts. • 2. Master Black Belts: Advanced knowledge in statistics and provide technical support to Black Belts. Certify Green Belts and Black Belts. • 3. Green Belts: Work under the direction of a Black Belt, assisting with project operations. • 4. Champion: Top level manager who is familiar with Six Sigma and provides support for the program. • 5. Executive: Support Six Sigma through communications and actions. • 6. Process Owner: Sufficiently high in the organization to make decisions regarding process changes. Should be provided with training up to the Green Belt level.

  8. Summary • The leader must allocate resources to support team based problem identification and solution. • Everyone must understand that an important part of their job is to make improvements. Incentives for improvements must be provided. • Projects with the greatest contribution to the bottom line (profit) receive the highest priority. • Master Black Belts: Advanced knowledge in statistics and provide technical support to Black Belts. Certify Green Belts and Black Belts.

  9. Home Work • 1. What is the leader’s job? • 2. What is a disadvantage of a highly centralized organizational structure? • 3. How does management communicate the need for change? • 4. How are projects divided between Six Sigma teams and lean kaizen teams? • 5. What is the role of Black Belts?

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