1. Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Key Leadership Analysis

2. Pg 1 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Module Objectives By the end of this module, the participant should be able to: Construct a matrix of anticipated leadership support for a project. Construct a matrix of necessary leadership support for a project. Use the matrix to determine which individuals you need to work with to gain the required support.

3. Key Leadership Analysis Pg 2 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Breakthrough Change Strategy SM Linking 12 critical success factors to DMAIC: Define 1.Identify, enlist, and empower leaders for Six Sigma 2.Develop and communicate a vision linked to business goals 3.Articulate and communicate the problem or opportunity 4.Scope and target Six Sigma efforts appropriately and with the right people Measure, Analyze, and Improve 5.Engage others by linking Six Sigma vision to business strategy and company values 6.Ensure that people have the resources to be successful 7.Use effective teaming skills 8.Apply appropriate technical and statistical tools 9.Evaluate and communicate realistic progress against benchmarks 10.Create an environment that embraces change Control 11.Assure that technical, commercial, and human resources processes support Six Sigma improvement 12.Use lessons learned for future projects

4. Key Leadership Analysis Pg 3 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Why use this tool: Purpose Identify key leaders and constituent groups Understand their position and likely support levels Importance Leaders and groups can block or support a Six Sigma effort. It’s important to know where they stand at the outset. Results Develop a consensus understanding of who the key leaders are and how they will impact the project Conduct candid and reasoned discussion Prepare to develop influence strategy for each leader Key Leadership Analysis

5. Pg 4 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved When to use the tool: Define Identify and get to know about key leaders and constituent groups Predict how they might impact this project Begin to understand their interests and behavior patterns Identify the most critical supporters Measure, Analyze, Improve Develop influence strategies for key leaders and constituent groups Plan and implement influence strategies; assign team members to work with each of them Revisit later in project and reassess for shift in support Control Review what team anticipated vs. actual behavior Identify areas that need more development Identify the shifts key people made, and identify reasons Feed back information to Champion in an appropriate way Key Leadership Analysis

6. Pg 5 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Using the tool in the team: Materials: Flipchart with leadership analysis chart drawn on it Sticky notes for each person Individual paper and pens How to do it: Identify key leaders and constituency groups Write the name of leaders and groups on sticky notes – One name per note Place each name in the appropriate cell of the flipchart model Interpret the results Develop a priority list for which key leaders or constituent groups to influence Key Leadership Analysis

7. Pg 6 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Key points: Not everyone needs to be in the “Strongly For” column List Current Position as “O” List Desired Position as “X” When movement is necessary, resistance may and will likely be encountered Key Leadership Analysis

8. Pg 7 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Operational definitions: Strongly for: Doing what is asked of them and acting as an advocate to convince others of the importance of the program Moderately for: Doing what is asked of them but nothing more Neutral: Comply with what is asked and does not disturb its progress; informed but does not have strong feelings one way or another Moderately against: Will explicitly not comply with what is asked of them relative to the implementation Strongly against: Will explicitly not comply with what is asked of them relative to the implementation and will also lobby against the initiative and try to recruit others to do the same Key Leadership Analysis

9. Pg 8 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Key Leadership Analysis Template Current Position = ODesired Position = X Key Leadership Analysis Chart Key LeadershipStrongly Against Moderately Against NeutralModerately For Strongly For Executive Management Vice President of Manufacturing Quality Organization Vice President of Sales and Marketing Finance Organization Information Systems Organization Human Resources Organization

10. Key Leadership Analysis Pg 9 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Key Leadership Analysis Example Current Position = ODesired Position = X Key Leadership Analysis Chart Key LeadershipStrongly Against Moderately Against NeutralModerately For Strongly For Executive Management OX Vice President of Manufacturing OX Quality Organization OX Vice President of Sales and Marketing OX Finance Organization OX Information Systems Organization OX Human Resources Organization OX

11. Key Leadership Analysis Pg 10 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Interpretation: The strongest support for this Six Sigma project will be among the executive team who want to improve the company’s financial performance. However, the Finance and Informative Systems leaders seem to be against the project. They often take an antagonistic position against the change initiated by management. It will be important to talk and work with them to understand their basis for resistance. The VP of Manufacturing, VP of Sales/Marketing, the Quality Organization and HR Management all seem neutral toward the project. Will this neutrality be seen as opposition by management or employees? Or seen as excessive support by other leaders? In particular, the Quality Organization’s support is absolutely critical if the project is to move forward. It may make sense to “move” them to a more supportive position. Sometimes the absence of support is another form of resistance and can seriously hinder the process. Key Leadership Analysis Interpretations

12. Key Leadership Analysis Pg 11 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Key Leadership Analysis Actions Actions: The Team should meet with the Human Resources Management and Information Systems Management to understand their issues or concerns The Team should meet with the Manufacturing Management, Quality Organization and the VP of Sales/Marketing to understand their position The Team should arrange an introductory meeting with Human Resources to understand their position

13. Key Leadership Analysis Pg 12 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Key Leadership Analysis Exercise In your teams, develop a Leadership Analysis Strategy for one of your Six Sigma projects Write your analysis on the flip chart Be prepared to share your analysis with the rest of the group Be prepared to discuss and answer the following questions: -Where is your support? -Do you have the level of support desired? -Where are the gaps? -Do you need to influence change within your key leadership support?

14. Key Leadership Analysis Pg 13 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Objectives Review The participants should now be able to: Construct a matrix of anticipated leadership support for a project. Construct a matrix of necessary leadership support for a project. Use the matrix to determine which individuals you need to work with to gain the required support.

15. Key Leadership Analysis Pg 14 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Trademarks And Service Marks Trademarks of Six Sigma Academy: Breakthrough Change Strategy SM Breakthrough Design SM Breakthrough Software Design SM Breakthrough Diagnosis SM Breakthrough Execution SM Breakthrough Lean ® Breakthrough Sigma Lean SM Breakthrough Six Sigma SM Breakthrough Strategy ® Breakthrough Value Services ® FASTART SM Six Sigma Gold Belt™ SOLVING YOUR BUSINESS PROBLEMS FOR THE LAST TIME SM Six Sigma is a federally registered trademark of Motorola, Inc. MINITAB is a federally registered trademark of Minitab, Inc. SigmaFlow is a federally registered trademark of Compass Partners, Inc. VarTran is a federally registered trademark of Taylor Enterprises

16. Key Leadership Analysis Pg 15 Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved Six Sigma Academy www.6-sigma.com US Tel: (480) 515-9501 US Fax: (480) 515-9507 International Tel: +44-1403-783456 International Fax: +44-1403-218788 8876 E. Pinnacle Peak Road, Suite 100 Scottsdale, AZ 85255