1. Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved CSG Lean Six Sigma Group Team Dynamics

2. Pg 1 What is Teamwork? Per Merriam-Webster dictionary, teamwork is “work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole.” By the end of the training module, you will: -Understand the difference between teamwork content and method -Recognize the importance of gaining agreement on the decision-making process -Learn how to develop meeting ground rules -Understand ten common group problems -Know how and when to handle team disagreements and conflict -Learn how to facilitate a good brainstorming session -Experience several scenarios that you may be faced with as a Kaizen Leader

3. Pg 2 Teamwork 50% of all teamwork is content with the other 50% being how the team will work together Content Method Eckes, George. Six Sigma Team Dynamics. John Wiley & Sons, Inc., New York, NY (2003).

4. Pg 3 Decision Making for Kaizen Event There are a number of methods for team decision making*, they are: -Decide -Refer upward -Delegate with consultation -Delegate without consultation -Vote, majority rule -Operating consensus -Pure consensus *Eckes, George. Six Sigma Team Dynamics. John Wiley & Sons, Inc., New York, NY (2003). Operating Consensus: The agreement of all team members to support the decision even if one or more do not agree.

5. Pg 4 Establish Meeting Ground Rules Obtain Team Agreement on Meeting Ground Rules -Meetings start and end on time – “fun” consequences for being late? -One person speaks at a time – knock, knock rule -Stay focused on the objective – use parking lot for ideas unrelated to objective -Everyone participates in the discussions/meetings – 5 minute rule so no one monopolizes the discussion -No stripes in the room – all team members have an equal say Organizational hierarchy needs to be left behind or facilitator needs to consider this when selecting meeting attendees -Turn off cell phone or leave on vibrate -No acronyms without defining them first -Manage your own biological needs Facilitator needs to be sensitive to these needs – Scheduled times are better so all members can be present during training and/or team sessions Ask Team for Additional Ground Rules

6. Pg 5 Ten Common Group Problems 1.Floundering 2.Overbearing participants 3.Dominating participants 4.Reluctant participants 5.Unquestioned acceptance of opinions as facts 6.Rush to accomplishment 7.Attribution 8.Discounts and “plops” 9.Wanderlust: Digression and tangents 10.Feuding team members Eckes, George. Six Sigma Team Dynamics. John Wiley & Sons, Inc., New York, NY (2003).

7. Pg 6 Knowing How and When to Deal with Team Disagreements and Conflicts Anticipate problems and try to prevent them whenever possible Think of each problem as a group problem Neither overreact or under-react A leader’s options are: -Do nothing -Off-line conversation -Impersonal group time -Off-line confrontation -In-group confrontation -Expulsion from the group Eckes, George. Six Sigma Team Dynamics. John Wiley & Sons, Inc., New York, NY (2003).

8. Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved CSG Lean Six Sigma Group Brainstorming Guidelines

9. Pg 8 Brainstorming Ground Rules -No Idea is a Bad Idea -No Critiquing During Brainstorm Session -Everyone should participate -Don’t edit yourself -No idea is too wild Best Practices -Methods: Verbal, Post-It Notes, Cards -Envision the “Perfect World” and Work Backwards -Recycle “Old” Ideas -Use the 5 Why’s to Stimulate Thought -Challenge the Status Quo -Review List to Stimulate New Ideas -Once All Ideas Are Collected, Assess Ease, Impact, and Time

10. Pg 9 Before Brainstorming 1.Define your purpose What are you trying to improve? 2.Choose your method Verbal, Post-It Notes, Cards 3.Change the environment Make sure the team is ready to focus on brainstorming 4.Choose a facilitator Usually team leader Might be another team member or facilitator Our purpose is:

11. Pg 10 During Brainstorming Remember the ground rules, no critical judgment allowed Goal is quantity of ideas – not quality Find a way for everyone to participate Record the ideas in full view

12. Pg 11 After Brainstorming 1.Organize – eliminate any duplicates 2.Seek to combine and improve ideas 3.Star the most promising ideas 4.Evaluate ideas and decide Rate by ease of doing and impact Three vote method

13. Copyright © 2001-2004 Six Sigma Academy International LLC All Rights Reserved CSG Lean Six Sigma Group Kaizen Leader Scenarios

14. Pg 13 Scenario #1 – Evaluation Phase During the evaluation phase, the Kaizen Team Leader meets with the Process Owner to discuss the potential for a kaizen event to solve a department problem. The manager starts the meeting by showing things the department has already done to improve the problem. She says, “Audit will not allow us to make any additional changes to the process. And we really cannot do anything more without IT resources.” What do you say?

15. Pg 14 Scenario #2 – Planning & Preparation Phase In reviewing the plans for the kaizen event, the manager says, “Jack and Janet must attend an all-day meeting for me on the Wednesday of the kaizen event. You can work around that, right?” What do you say?

16. Pg 15 Scenario #3 – Planning & Preparation Phase As you discuss the kaizen event structure, the manager presses for a three-day event rather than five. “I don’t want to dwell on the problems, I want to focus on solutions. You already know what is wrong here, so let’s fix it. Just tell us what to do and we’ll do it,” he says. What do you say?

17. Pg 16 Scenario #4 – Preparation and Planning Phase Immediately after the Kaizen Prep Meeting, an important and critical Process Expert designated to participate as a Core Team Member says, “I am not available to participate as a Core Team Member. Due to a crisis in my department, I can only support the kaizen team as an Extended Team Member.” What do you do?

18. Pg 17 Scenario #5 – Event Phase During a kaizen event brainstorming session, a knowledgeable and experienced Process Expert repeatedly explains why each suggested improvement idea will not work. He gets increasingly angry with the outrageous ideas that the kaizen team members come up with. What do you do?

19. Pg 18 Scenario #6 – Event Phase You have a Team Member dominating the team with her suggestions and opinions. She is not allowing others to provide input or make a contribution. What do you do?

20. Pg 19 Scenario #7 – Event Phase During the current state analysis on day one of the kaizen event, the team learns that their objectives and/or scope are too large to accomplish within the three-day kaizen event. What do you do?

21. Pg 20 Scenario #8 – Follow-Up Phase People do not take action on the items they said they were going to do. Due dates keep sliding. Momentum appears to be slowing. What do you do?

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