A Guide to Lean Six Sigma Management Skills Book

Preface xi

Acknowledgments xiii

About the Author xv

1 The Meaning and Purpose of Work 1

1.1 Traditional View of Work 1

1.1.1 Doing Your Job 1

1.1.2 Reacting to Daily Crisis 2

1.2 Lean Six Sigma View of Work 2

1.2.1 A New Perspective on Life and Work 3

1.2.1.1 Principle 1: Life and Business Are Processes 3

1.2.1.2 Principle 2: All Processes Exhibit Variation 4

1.2.1.3 Principle 3: Two Causes of Variation Exist in Many Processes 5

1.2.1.4 Principle 4: Life and Business in Stable and Unstable Processes Are Different 9

1.2.1.5 Principle 5: Continuous Improvement Is Economical, Absent Capital Investment 11

1.2.1.6 Principle 6: Many Processes Exhibit Waste 12

1.2.1.7 Principle 7: Effective Communication Requires Operational Definitions 13

1.2.1.8 Principle 8: Expansion of Knowledge Requires Theory 14

1.2.1.9 Principle 9: Planning Requires Stability 15

1.2.1.10 Conclusion 16

1.2.2 Doing Your Job and Improving Your Job 16

1.2.2.1 Principle 1 16

1.2.2.2 Principle 2 20

1.2.2.3 Principle 3 20

1.2.2.4 Principle 4 25

1.2.2.5 Principle 5 26

1.2.2.6 Principle 6 27

1.2.2.7 Principle 7 53

1.2.2.8 Principle 8 54

1.2.2.9 Principle 9 70

1.2.3 More on Common and Special Causes (Improve the Process to Eliminate Daily Crises) 70

1.2.3.1 The Funnel Experiment 72

1.2.3.2 The Red Bead Experiment 82

1.2.3.3 Feedback Loops 85

1.2.4 Four Questions You May Ask about Lean Six Sigma Management 86

2 Motivation and Compensation 89

2.1 Traditional View: Extrinsic Motivators 89

2.2 Lean Six Sigma View: Intrinsic and Extrinsic Motivators 91

2.2.1 Background 91

2.2.2 Lean Six Sigma and Performance Appraisal91

2.2.3 The Revised Performance Appraisal System 99

2.2.4 Conclusion 101

3 Working Conditions 103

3.1 Introduction 103

3.2 Poor Training 104

3.3 Slogans, Exhortations, and Targets That Demand Higher Levels of Productivity 106

3.4 Work Standards (Quotas and Piecework) on the Factory Floor 107

3.5 Fear 108

3.6 Barriers That Rob the Hourly Worker of His Right to Pride of Workmanship 109

3.7 Lack of Education and Self-Improvement Efforts 110

4 Behavior and Relationships 113

4.1 Types of Individual Behavior 113

4.1.1 Purpose of Assertive Behavior 114

4.1.2 Steps toward Assertive Behavior 114

4.1.2.1 Step 1 114

4.1.2.2 Step 2 119

4.1.2.3 Step 3 120

4.1.2.4 Step 4 123

4.1.3 Personal Discipline 123

4.1.3.1 Debunking Myth 1 124

4.1.3.2 Debunking Myth 2 124

4.1.3.3 Debunking Myth 3 124

4.1.3.4 Debunking Myth 4 125

4.1.3.5 Debunking Myth 5 125

4.2 Selected Types of Relationships 126

4.2.1 Boss-Subordinate Relationships 126

4.2.2 Co-Worker Relationships 129

4.3 Selected Techniques for Improving Relationships 130

4.3.1 Other People's Views (OPV) 130

4.3.2 Consequences & Sequel (C&S) 131

4.3.3 Alternatives, Possibilities, and Choices (APC) 131

4.4 Improving Team Behavior 133

4.4.1 Stages of Team Behavior 133

4.4.2 Escalating "I" Messages for Improving Team Behavior 134

4.4.3 Conflict Resolution Skills for Improving Team Behavior 135

4.4.3.1 Step 1: View the Participants in the Conflict as Equals Trying to Solve a Problem to Their Mutual Advantage 136

4.4.3.2 Step 2: Identify the Viewpoints of All Participants of the Conflict 136

4.4.3.3 Step 3: Develop Alternative Solutions for the Conflict That Result in "Win-Win" Situations, or at Least "No Lose" Situations 137

4.4.3.4 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 139

4.4.3.5 Step 5: Avoid the Common Pitfalls of "No Lose" Solutions 139

4.4.3.6 Step 6: Try Out the "Win-Win" Solution or the Best "No Lose" Solution for a Limited Time Period 140

5 Conclusion 141

Bibliography 143

Index 145