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Six Sigma Lessons – Lesson 5

Posted by vietnamwcm trên 20 Tháng Tám 2008

Six Habits of Six Sigma Leaders

(1)    Delivering customer value

Six Sigma leaders have a passion for delivering real value to their customers, and consider their own organizations to be as much a customer of their services as the organization’s customers.

Exhibit passion: How committed are you that your work contributes clear benefit to your organization and customers? If this is a deeply rooted motivation of yours, you may have the conviction it take to be a Six Sigma leaders.

Listen actively: Are you skilled at questioning stakeholders and using other methods for discovering their real needs and preferences? If you are able to see and hear what other folks miss, you already have a trail that is critical to effective Six Sigma leadership!

Communicate partnership: How open are you to finding solutions and collaborating with people whose views differ from your own? If you are genuinely interested in the views and need of your customers, you will naturally earn their trust as needed to deliver customer value.

(2)    Focusing on execution:

Applying the Six Sigma management system requires that leaders develop a laser-sharp focus on actions that are vital to the specific, strategic results their organization needs.

Results-Driven? To succeed as a Six Sigma leader, you will need to keep the end goals until they have been dates, milestone and checkpoints.

Resources-Conscious? Six Sigma leadership is not unlike chess. As a leader, you will need a master plan for managing people, departments, cross functional teams, and other resources in a fashion that respects the rules and helps you stay several moves ahead the game.

Process-oriented? Six Sigma is about process, and it takes process to execute effectively on any Six Sigma initiative. Six Sigma leaders follow a blueprint for centralizing information and making it readily available, including next steps, indicators of current status, and a data audit trail.

(3)    Making-sound data driven decisions

Six Sigma leaders are successful degree that they are able to make effective, appropriate and informed decisions that are in the best interests of their organizations, customers, and colleagues.

Critical thinking: Six Sigma leaders ask for facts and they ask a lot of questions about the facts, seeking data not just for data’s sake, but for the purpose of considering anticipated actions, prime benefits, “what-could-go-wrong”, scenarios, options and alternatives, and fall-back remedies.

Decisiveness: In today’s competitive environment, time is always of the essence, Six Sigma leaders know when due diligence requires more analysis, and when sufficient analysis has been conducted to warrant decisive action and follow-through.

Accountability: Six Sigma leaders recognize that leadership requires taking full personal ownership of their decisions and outcomes their teams produce. A no-excuse, no blame mentality saves and helps Six Sigma teams on tasks.

(4)    Managing Performance

Six Sigma is about improving performance, so Six Sigma leaders must be skilled at managing and measuring performance on a daily and weekly basis. This small but critical set of performance habits helps.

Set goals: Six Sigma teams need to know the goals they are expected to achieve and the metrics against which they can measure the effectiveness of their activities and pursuit of those goals. It’s te Six Sigma leader’s job to establish this discipline of strong metrics

Track progress: Six Sigma teams need a system for staying current with projects, maintaining momentum, and getting early warmings of potential problems or roadblocks. It’s the Six Sigma leaders’ job to establish a system of gauges for tracking progress and to make sure it is effectively utilized.

Manage details: Measuring anything requires careful attention to detail. Six Sigma leaders need superior organizational skill to quantify and collect data, to keep their teams focused on tasks that matter, and to monitor progress toward their plan on a real-time basic.

(5)    Advocating breakthrough improvement

Where others might seek to make small improvements here and there, Six Sigma leaders play big, reaching out to achieve goals that require breakthrough performance and improvement.

Assertiveness: How assertive are you? The most brilliant idea left unspoken is useless, so Six Sigma leaders must be equipped to champion a cause and drive an idea from concept to implementation.

Influence: How skilled are you at influencing people and teams? Six Sigma leaders cannot rely on mandates alone to prompt action or to give their projects and improvements “staying power”. They need to be gifted at inspiring and persuading others as needed to build lasting consensus and commitment.

Tenacity: how quickly do you give up? Leading Six Sigma projects and teams is not easy! Six Sigma leaders must not be deterred by obstacles and challenges that arise along the way, but exhibit persistence and resourcefulness to keep the initiative on track.

(6)    Supporting team-based implementation

Six Sigma leaders recognize that the greatest improvements come from cross-functional teams that leverage each other’s knowledge and capabilities — not from one employee who is a “super hero.”

Manage teams! Are you good at allocating team resources and ensuring that whole teams collaborate and function effectively? It takes a whole team working together for a Six Sigma project to succeed!

Reward teams! Can you see that rewarding and recognizing the efforts and accomplishments of teams rather than individuals produces more impressive results? Six Sigma leaders define goals and incentives with emphasis on team-based implementation.

 

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