Are You Sick of Chronic Complainers?

Posted on04. May, 2009 by Monique.

As a change agent, we lead groups of cross functional teams from all levels of the organization.  Soft skills training is invaluable to effective leadership. This training will enable you to direct the change adoption process.  For every change there is usually some form of resistance.  CAVE dweller will seem to be lurking in the shadows ready to pounce.  The term CAVE dweller was coined in the 1990 publication, “IS LATEST CRITICISM WORTHWHILE TALK OR JUST WORTHLESS?”  by Bo Poertner.  CAVE is an acronym for Citizens Against Virtually Everything.  In my career, I have been opposed by persons that could be considered CAVE dwellers.  I found myself ill-prepared on how to respond early on.  It wasn’t until I had some mangagement training that enhanced ability to react appropriately. 

Change Agent Soft Skills Training Tip

In every Lean Six Sigma project you are challenged to maintain forward momentum and when you get feedback like, “This is not going to work!”  Don’t let this stop you in your tracks.  It is important for you to acknowledge the complaint and turn the complaint into a constructive opportunity for the person to contribute. 

I love the way Tim Ferriss defines complaining: “describing an event or person negatively without indicating next steps to fix the problem.”

Encourage the complainer to offer a solution to the problem.  This takes you out of the equation and focuses the attention on the problem.  The beauty of this method is that you will gain buy-in if the team agrees this is a good idea.  You don’t have to have all the good ideas –  this is a team effort.  When the objector sees that the team values the suggestion they will scream from the mountain tops that this was their idea.  Congratulations, you just earned an evangelist.  So if anyone else not on the team opposes they will back you up.

Not All Complaints are Bad

The worst thing you can do is silence a complaint.  Remember, customer complaints are the catalysts of continuous improvement.  Here are a couple of examples:

“I had to call Tech Support multiple times before my issue was resolved.”

Dish Network won the J.D. Power Award by addressing this complaint with One Call Resolution Training Success

“I hate waiting behind a person with a cart-full of items, when I only need to buy this one tube of toothpaste.”

Hence, the development of Express & Self Checkout Lines

Complaints do happen, but transform complaints into an exchange of solutions to problems, rather than a counterproductive rant.  How long do you think you can go without complaining?  24 Hours? 5 Days? 

How about 3 weeks!  In the book, A Complaint Free World: How to Stop Complaining and Start Enjoying the Life You Always Wanted, you can take the challenge to Stop Complaining dead in its tracks.

Welcome back to Lean Six Sigma Source! Thanks for your continued support.

Continue Reading

Six Sigma Master Black Belt: The Expert’s Expert

Posted on24. Apr, 2009 by carolesf.

Have you ever wondered what exactly a Master Black Belt does?  And how that differs from what a regular Six Sigma Black Belt does? 

I’ve got a really simple visual here to help make it clear:

 Think Yoda. 

Master Black Belt vs Master Yoda

The Six Sigma Master Black Belt trains Black Belts.  Often, he or she selects candidates for Black Belt training.  When a problem exceeds the skills and knowledge of regular Black Belts, they turn to the Master BB for guidance and help.  The Master Black Belt must take a broader view, with responsibility for the overall progress of Six Sigma in a given company. 

You have to admit, that’s a lot like what Yoda does for the Jedi Knights.  Well, okay, without the light saber.  (They’ve got some really fabulous spreadsheets and Powerpoint slides, though.)

Kidding aside, Master Black Belts are crucial players in the successful implementation of a company’s Six Sigma program.  They provide the overarching vision for the program.  They recruit, train, lead, and guide the Black Belts who will make an impact on their employer.  They help select and champion high-impact projects.  They are responsible for ensuring the integrity of statistical methods and tollgates. 

In other words, in a medium-to-large company, a successful Six Sigma program could not be implemented without them.  And they provide the leadership and expertise for most small-to-medium Six Sigma consulting and training companies.  

 How can you become a Master BB? 

 For starters, you’ll need to be a certified Six Sigma Black Belt.  Many (if not most) training companies require you to have led a minimum of three successful Six Sigma projects as a certified Black Belt before you may enter their MBB course. 

Why so picky?  Well, before you can be an effective consultant, solving the knottiest problems of other Black Belts, it’s pretty clear that you’ll need to have solved a fair number of problems of your own.  (Think Yoda again.  More experienced than Luke.)

In many large companies, certified Black Belts will work full-time on Six Sigma projects for eighteen months to three years.  Their companies may then sponsor them to pursue training as a Master Black Belt.  It is also possible to pursue Master-level training independently.  However, it is quite expensive; where training companies will even provide their prices on their websites, I couldn’t find any below $4,500.  Also, the on-line training programs, which have so helped to bring the cost within reach for Green Belts and Black Belts, have recently been rolled out at the MBB level through the Pyzdek Institute.

Master-level training involves more advanced statistical techniques than were taught in standard Black Belt training.  Also, additional training in Lean techniques may be provided, as well as in leadership skills and the art of being a successful change agent. 

All in all, the Master Black Belt holds a pretty substantial amount of responsibility in his or her hands.  But if you think you’re up to the challenge, you’ll also have the opportunity to make an equally substantial impact on your company, and on the careers of those you’ll lead.

Continue Reading

Are We Speaking the Same Language?

Posted on10. Apr, 2009 by Monique.

The biggest issue that causes a stir in the lean six sigma world is CULTURE. How to develop the culture and manage the change to new lean initiatives. Sustaining improvements and avoiding the flavor of the month syndrome has been the topic of books, seminars, and forum discussions around the world. As Lean Six Sigma practitioners, you may sometimes feel like you are all alone in the forest of CAVE dwellers. You make every effort to fight the waves in uncharted waters of innovation, only to feel that you just got sucked into the Bermuda Triangle. Well, I’m here to tell you it’s all very possible to navigate back to land, but you have to change your prospective on the situation.

I believe that most of the hindrances are the source of miscommunication. The message somehow gets lost in translation. Often times the receiver or your audience can be looking at the same sign, but are not fluent in the language you are speaking. Let’s say that you did not know Spanish, what does this sign mean to you?

Well, you may look at the color scheme and know that what the sign is some important warning. One may recall that yellow is often associated with a yield sign and make some connection, but not truly understand the meaning of the text.  How would you respond?  Would you ignore the sign and proceed as usual? 

Now, let’s say for instance the sign was posted in a language you understand and have familiarity.  How does your response change?  Is this a message that you should ignore now?

As you can see your response changes because you have a clear understanding of the message.  This is a powerful lesson for change agents.  At times when  you may face opposition, it is important to understand that not everyone in your audience speaks your language.  Lean Six Sigma methodology has a lot of buzz words, lingo, Japanese terms, and statistical references.  It is our responsibility to be ambassadors of the Lean Six Sigma community.  We must make every effort to ensure that the language of Lean Six Sigma is commonplace and take care to explain the importance of the transition and the need for support from all levels.  If you can clearly communicate how the use of these tools will help your audience, to keep from falling on the wet floor, then they will thank you for taking the time to translate the message.

Continue Reading