making lean six sigma work

7/24/2019 Making Lean Six Sigma Work

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Making Lean Six SigmaWorkEmbedding Ch

into the Fabric of the Organisation

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Lean Six Sigma Yellow, Green & Black Belt Training and Certification
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What determines whether change Sticks or not ?

The beliefs, behaviour and actions of individuals all form part of the

up of the Culture of an organisation

Make no mistake, these are the most difficult to influence of the prequisites to successful change listed overleaf, which is why the

often ignored and change efforts struggle.


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What determines whether change Sticks or not ?In order for anything to remain in place, it has to be accepted as The norm

Modus Operandi, or put quite simply, Its the way we do things aroun

The change must become part of the culture of the organisation. If it doesn

always be The stuff we have to do as well as our day job and will be dthe earliest opportunity.

CultureAssociated words and phrases.

Way of life, customs, traditions

Society, background, ethnicity

Conduct, behaviour, habits, manner

Definitions relating to the cultivation of the mind or manners especially through artistic or

intellectual activity

the norms and values that people live by

...unwritten rules that define what is expected of people and how they should

behave

the way we do things around here


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How are Cultures Shaped?

Largely a direct result of the behaviour, values and beliefs of the leadersh

Change agents within an organisation who exhibit a pioneering spirit

Define a picture and feel of the desired future

Plan a strategy and roadmap to make it happen

Involve as many people as possible who will define it, create a plan and ta

actions necessary for it to be realised

Effort, skill and patience


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One of the key ways this is exhibited is

by the embracing of Gemba

Management (See separatepresentation. This explains How and

Why Gemba Management is carried out)


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This is the key to shaping the

organisational culture.So how do we shape the behaviour,

values and beliefs of the leadership?


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Mapping the known network is an importantfirst stepAn example

For change Against change

Level of involvement

Profession

group 1

Z

Y

Dir

Proc

Dir

Re-eng

CEO Dir.

X BL

Professional

group 2Relationshi

StrongWeak

BlockingMove


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Some types of people you may encounter

Orientation towards changePositive Neg

Lev

elofinvolvement

Active

Passive

Pioneers

Old

Dogs

Well

Poisoners

Settlers

H t t th
http://e/SNIPPETS/CLIPART/WESTERN/WEST14.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/WEST14.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/WEST39.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/WEST39.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/SHOOT3.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/SHOOT3.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/WEST_073.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/WEST_073.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/WEST_052.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/WEST_052.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/WEST_081.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/WEST_081.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/GIDDYAP1.WMFhttp://e/SNIPPETS/CLIPART/WESTERN/GIDDYAP1.WMF


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How to spot them

Orientation towards change

Positive N

Level

ofinvolvement

Active

Passive

Successful pioneers

Have vision, are enegetic, take risks,challenge conventional thinking,are impatient, sometimes lack adetailed approach, recognise that

they need a high quality supportteam around them, move on oncea challenge has been met, findreasons why

SettlersFeed the pioneers with thephysical & emotional resourcesthey need, are more conservativeby nature, often have a moremethodical and detailedapproach, warn pioneers ofpotential dangers, come to therescue when necessary

Well Poisoners / AssassinsFind ways to saboitageand/or delay advances by;talking much and doing nothing,setting up committees that promisemuch & deliver little, spread unhelpful

rumours, discredit people,intentionally avoid takingresponsibility & find reasons why not.Can be terriifc allies if they can beturned

Old dogsLament about how goodthings were in the old days,keep their head down, whennecessary align themselveswith the Well Poisoners in orderto preserve the status quo,

H d thi b fit ? It h l t fi


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How does this benefit us? - It helps to figureout who needs to be worked on.

Who has a need that I/we can & must satisfy? either a business or a speci

Who do you know who is respected by the people you need to influence?

Who do you know that you suspect might be respected by the people you ne

influence?

If you dont know anyone then what research will you need to do to find out?

What chains or links between people can you create?

What value could you create for the person/people in the chain?

Questions to help you work out

what moves to make..

E l S ifi ti b t k t


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Example: Specific actions can be taken tobuild support and achieve consensus

For change Against c

Profes

Gro

Z

Y

Dir

Re-eng

CEO

Dir.

X

BL

ProfessionalGroup 2

Proc

Dir

New

PeopleInvolvement

Move

Point

out

benefits

Persuade

Relatio

StW

WIIFMs

WIIFMs

H d d hi ?


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How do we do this?

Ok, so weve covered what we need to do to make Change stick but to be honest, thats the

Now we get into HOW we go about changing the beliefs, behaviours and actions of the key p

connected to the change programme. This can only be achieved by influencing, negotiating,

demonstrating the benefits and getting the stakeholders to WANT to do things differently.

Some say these are the Soft skills or the Fluffy stuff or People skills and that some people

these as a natural ability but they cant really be taught to people who dont Have it.

Thats absolute garbage! This is an exact science, as exact a science as physics. Its commo

is SALES

Or, how we use these exact techniques to build solid relationships with high degrees of rapptrust in order to get our stakeholders to actively want to exhibit the desired behaviours and ac

will in turn, shape the culture into one which embraces the changes introduced, as the new N


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Being a change agent / Consultant is like bein

sales person because

Its all about influencing and persuading people to make a decision to ado

buy a new way of doing things

It often involves building a case for change with many people

The skills of qualifying, presenting, negotiating, closing & implementing ar

same

There is often competition (either internal or external)

There will be resistance and objections

Its a people thing!


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Why being a successful change agent / Consu

often much tougher than being a sales person

Buyers expect salespeople to sell and are

prepared to be lead Sales people are trained to sell e.g. to

qualify, present, negotiate etc

Salespeople are motivated by targets to

close sales

Top sales people recognise the skill in the

profession and develop a strong sense of

identity

Sales people when selling normally haveonly one agenda

Easy to criticise an external company if

things go wrong

Buyers may have many different

expectations & suspicions of a CA CAs are unlikely to have a strong s

background

CAs can be motivated by many dif

things

CAs can be cynical about the profe

& not identify themselves as sales

There may be many agendas shro

corporate politics An internal customer will have to b

careful about criticising a CA


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The classic objectionsWe havent got the time/its not high enough on my list of priorities

My boss wants it but I dont

I want it but my boss doesntWe tried that before & it didnt work then

It might have worked for xyz department/company but were different

Were already doing that

I cant see how all the effort will have to put in will bring us the results wer

looking for

I just dont have the resources


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Understanding Behavioural ModesThere are two types of Behavioural Mode:

Default This is the one you may have to look hard to see. The Default Mode contains

seated beliefs and prejudices, goals and drivers of the person and basic intentions, be the

or evil. The way to assess and spot the Default Behavioural Mode, or DBM of a person is

listening to what they say but by analysis of how they say it and the behaviour that they e

Once you know what youre looking for, you will be able to spot a persons DBM, which is

to knowing exactly how to deal with them

Assumed This is the mode that the person wants you to believe is their Default mode

quite often hides the intentions, beliefs and goals that they dont want you to see.

The old saying Take people as you find them, isnt always the best to follow. Of course, speople are completely open and only ever display their default mode but you need to be a

know the difference. The Assumed Behavioural Mode, or ABM tends to be used by people

adjusting to their audience or prior to trust being firmly established.


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Personality types The Emotion Ladder

Enthusiastic Sees the positive in every situation. Pioneers

Cheerful Generally happy and outgoing. Pioneers / Settlers

Reserved Takes a considered view. Settlers

Uninterested Will take logical arguments to convince. Potential Settlers

Openly Hostile Will plan line of attack. Be prepared. Overt Well poisoners

Angry No amount of logic will sway these people. Overt Well poisoners

Fearful Afraid of what lies in store. Actions dont match words. Covert Well poisodangerous

Apathetic Old Dogs. Keep an eye on them


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The Key - Building Rapport

As we said before: The exact science of how we use these exact techni

build solid relationships with high degrees of rapport and trust in order to

stakeholders to actively want to exhibit the desired behaviours and action

turn, shape the culture into one which embraces the changes introduced,

Norm.

rapport

/rapor/

noun a close and harmonious relationship in which there is commonunderstanding.

ORIGIN French, from rapporterbring back.

Components of Rapport CLA Triangle


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Components of Rapport CLA TriangleCommunication

noun

the process by which messages or information is

sent from one place or person to another, or the

message itself

Liking noun

1. preference, inclination, or favour: to show

a liking for privacy.

2. pleasure or taste: much to his liking.

3. the state or feeling of a person who likes.

Agreement of R noun (pl. realities

state of things as the

exist. Agreement of h

things are.


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Pulling it all togetherThe two previous pages give a good insight into how to build rapport with peop

different types of people that you will encounter.

Used in isolation, these will be very useful.

Used together, your negotiation and persuasion skills become turbocharged !

The key here is pitching your communication level and tone at the right point,

match your subjects position on the Emotion ladder (You should ideally start a

level and then take them up a level in order to make it easier to get a logical co

Have you ever tried to reason with an angry person?)

This is a skill that needs a great deal of practice to perfect. The good news is, you practice, the better you get and the more allies and friends youll make alo


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Pulling it all togetherThe previous pages around building Rapport and the Emotion Ladder arent meant

How to guide.

As I stated earlier, these are part of the Sales toolkit and this part of it alone (Which

vital) is usually delivered as a 2 3 day intensive training course with follow up coac

Once youve got the Rapport, influencing is easy! We then support and coach them

Gemba Management

So, if you dont nail it straight away, dont worry, keep practicing!

Alternatively, if you would like to arrange training and coaching for your organisation

via the form at
http://www.beyondlean6sigma.com/


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