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Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

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Page 1: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Six Sigma Continuous Improvement TrainingSix Sigma Continuous Improvement Training

Decision Making ProcessDecision Making Process

Six Sigma Simplicity

Page 2: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Key Learning PointsKey Learning Pointss Good Decisions are Made by using the

Right Tools

Agenda

We’ll explore:s Decision making Methodss The Consensus processs Team Decision making techniquess Decision making Exercise

s Good Decisions are Made by using the Right Tools

Agenda

We’ll explore:s Decision making Methodss The Consensus processs Team Decision making techniquess Decision making Exercise

Page 3: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Methods of Decision makingMethods of Decision making

Decide &

Announce

Gather

input from

individuals

& decide

Gather

input from

Team

& decide

Consensus

Delegate

with

Constraints

Level of InvolvementLevel of Involvement

Level of Buy - inLevel of Buy - in

Reproduced from GE Reproduced from GE

Rework CycleRework Cycle

Page 4: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Rationale for use of each methodRationale for use of each method

s Decide and announces Little time to make the decision without

adverse impacts Group is likely to support and implement the

decisions Gather input from individuals and decide

s Need expert opinion of a few people to make informed decisions

s Stakeholder interests are represented by selected individuals

s Decide and announces Little time to make the decision without

adverse impacts Group is likely to support and implement the

decisions Gather input from individuals and decide

s Need expert opinion of a few people to make informed decisions

s Stakeholder interests are represented by selected individuals

Page 5: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Rationale for use of each methodRationale for use of each method

s Gather input from group and decides An important decision to many people

s Consensus (Reaching team agreement)s Change requires complete understanding and

buy-ins Need expertise of entire group to begin

effective changes Delegate with Constraints

s Group has experience and capability to make decisions in a timely manner

s Leaders’ time can be spent in another way

s Gather input from group and decides An important decision to many people

s Consensus (Reaching team agreement)s Change requires complete understanding and

buy-ins Need expertise of entire group to begin

effective changes Delegate with Constraints

s Group has experience and capability to make decisions in a timely manner

s Leaders’ time can be spent in another way

Page 6: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Team Decision or Consensus ProcessTeam Decision or Consensus Process

REDUCE

DISCUSS

SELECT

Page 7: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Consensus Process GuidelinesConsensus Process Guidelines

s Reduces What is the goal?s Avoid judging ideass Maintain self esteem by presenting factss Involve everyones Look for similarities and combine if

possibles Consider effort against impact

s Reduces What is the goal?s Avoid judging ideass Maintain self esteem by presenting factss Involve everyones Look for similarities and combine if

possibles Consider effort against impact

Page 8: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Consensus Process GuidelinesConsensus Process Guidelines

s Discusss Organize and prioritizes Consider other reactions before

respondings Fully explore differencess Use positive feedback, not criticism

s Discusss Organize and prioritizes Consider other reactions before

respondings Fully explore differencess Use positive feedback, not criticism

Page 9: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Consensus Process GuidelinesConsensus Process Guidelines

s Selects The idea or solution must meet the goals Focus on the idea, not the persons Do not change your mind to avoid

conflicts Do not assume that someone must win

s Selects The idea or solution must meet the goals Focus on the idea, not the persons Do not change your mind to avoid

conflicts Do not assume that someone must win

Page 10: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Team Decision making techniquesTeam Decision making techniques

TECHNIQUE REDUCE DISCUSS SELECTCheck the Goal X X XList Reduction XShow your cards XImpact/ Effort grid X XCriteria Screen X XBalance sheet XWeighted voting X

Page 11: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Team decision making techniquesTeam decision making techniques

s Check the Goals How does this affect the teams goal?s What impact does it have on the

organization’s business strategy?s How does this affect our customers?

s List reductions Clarify options which are unclears Eliminate or combine options

s Check the Goals How does this affect the teams goal?s What impact does it have on the

organization’s business strategy?s How does this affect our customers?

s List reductions Clarify options which are unclears Eliminate or combine options

Page 12: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Team decision making techniquesTeam decision making techniques

s Show your cardss All team members to share viewss Limit times No Judgment or argument

s Impact / effort grids Impact – Low, Medium, Highs Effort – (1)Little, (2) Moderate, (3) Great

s Show your cardss All team members to share viewss Limit times No Judgment or argument

s Impact / effort grids Impact – Low, Medium, Highs Effort – (1)Little, (2) Moderate, (3) Great

Page 13: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

IMP

AC

T

EFFORT

Team Decision making techniquesTeam Decision making techniques

s Impact / Effort Grids Impact / Effort Grid

OPTION IMPACT EFFORT1 L 32 H 23 M 24 L 35 H 16 M 27 L 2

55 22

33 66

77 11 44

LITTLELITTLE MODERATEMODERATE GREATGREAT

HIGHHIGH

MEDIUMMEDIUM

LOWLOW

Page 14: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Team Decision making techniquesTeam Decision making techniques

s Criteria Screens Criteria ScreenGOAL Decide on ---------

M/O Criteria Option 1 Option 2 Option 3 Option 4Must have A N Y Y YMust have B Y Y Y YMust have C Y N Y YOptional D 4 3 3 3Optional E 3 4 4 3Optional F 5 5 2 1

Total N N 9 7

Page 15: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Team Decision making techniqueTeam Decision making technique

s Balance SheetThis is a convenient technique when youhave only two options

s Simply a list of: s Pros / Conss Go / No Gos Plus / Delta

s Balance SheetThis is a convenient technique when youhave only two options

s Simply a list of: s Pros / Conss Go / No Gos Plus / Delta

Page 16: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Team Decision making techniquesTeam Decision making techniques

s Weighted Votings Determines the strength of everyone’s

positions The process

s You have only a certain amount to spend, so spend it on the things you think will be the most worthwhile

s Weighted Votings Determines the strength of everyone’s

positions The process

s You have only a certain amount to spend, so spend it on the things you think will be the most worthwhile

Page 17: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Team Decision making techniquesTeam Decision making techniquesGuidelines for weighted votings Number of votes = Number of options x 2s Must use all votess 50/50 rule:

s Must vote for at least 50% of the optionss No more than 50% of your votes on any one option

Guidelines for weighted votings Number of votes = Number of options x 2s Must use all votess 50/50 rule:

s Must vote for at least 50% of the optionss No more than 50% of your votes on any one option

Voters OptionsA B C D

Hans 1 4 1 2Peter 4 4 0 0Mary 1 2 4 1Dave 1 4 1 2Diane 0 3 3 2Total 7 17 9 7

Page 18: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Class ExerciseClass Exercise

Page 19: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

The Survivor ExerciseThe Survivor Exercises You are a passenger in a plane that is clearly in troubles You heard the pilot radioing for help as the plane

crashed in the tundra in Canada along the Quebec/Newfoundland border

s The pilot has died and the plane has sunk in a marsh with the radio on board

s The crash occurred 30 miles from the intended destination

s Each team represents the remaining survivors of the plane crash

s There is agreement that all participants will stay togethers The survivors were able to salvage 15 items before the

plane sunks Those 15 items are listed in the next slide :

s You are a passenger in a plane that is clearly in troubles You heard the pilot radioing for help as the plane

crashed in the tundra in Canada along the Quebec/Newfoundland border

s The pilot has died and the plane has sunk in a marsh with the radio on board

s The crash occurred 30 miles from the intended destination

s Each team represents the remaining survivors of the plane crash

s There is agreement that all participants will stay togethers The survivors were able to salvage 15 items before the

plane sunks Those 15 items are listed in the next slide :

Page 20: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

The survivor kitThe survivor kit1. A magnetic compass2. A gallon can of corn syrup3. One sleeping bag per survivor (dry & in good shape)4. Water purification tablets5. A tent6. 15 matches7. 200 feet of rope8. A flashlight9. A set of snowshoes for each survivor10. A fifth of vodka11. A make-up kit with compact mirror12. An old-fashion wind-up alarm clock13. A Swiss Army knife14. A 10-speed bike15. A book on astronomy

1. A magnetic compass2. A gallon can of corn syrup3. One sleeping bag per survivor (dry & in good shape)4. Water purification tablets5. A tent6. 15 matches7. 200 feet of rope8. A flashlight9. A set of snowshoes for each survivor10. A fifth of vodka11. A make-up kit with compact mirror12. An old-fashion wind-up alarm clock13. A Swiss Army knife14. A 10-speed bike15. A book on astronomy

Page 21: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

As an INDIVIDUAL fill out the list of items in order of importancefrom 1(most important to survival) to 15 (least important to survival)As an INDIVIDUAL fill out the list of items in order of importancefrom 1(most important to survival) to 15 (least important to survival)

The Survivor Exercise : Step 1The Survivor Exercise : Step 11 2 3 Difference

between StepsItems Individua

lTeam Expert

Page 22: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Now, fill in the same table as a TEAM. You MUST reach consensus in ranking these items in order of importance

Now, fill in the same table as a TEAM. You MUST reach consensus in ranking these items in order of importance

The Survivor Exercise : Step 2The Survivor Exercise : Step 21 2 3 Difference

between StepsItems Individual Team Expert

Page 23: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Now, if you have in your team, a member that has been camping and possibly survivor experience (the expert), how did he/she rank these items?

Now, if you have in your team, a member that has been camping and possibly survivor experience (the expert), how did he/she rank these items?

The Survivor Exercise : Step 3The Survivor Exercise : Step 31 2 3 Difference

between StepsItems Individual Team Expert

Page 24: Six Sigma Continuous Improvement Training Six Sigma Continuous Improvement Training Decision Making Process Six Sigma Simplicity

Six Sigma Continuous Improvement TrainingSix Sigma Continuous Improvement Training

Decision Making ProcessDecision Making Process