Welcome back, guys. I'm Katherine MacGyver, and in this module, we're gonna finish out the 10 questions sponsors may ask.
So with that, these were going to be the last couple of ones. And then hopefully you will be prepared if you receive a variation of these questions to feel comfortable answering in ways that help support your lean and six Sigma aspirations.
So the next one up is how do I know if this will be a project quick hit or just do it? Um, the most frequent way that I have heard this is expressed is I don't want to work on something we have to change later. So when we're talking about this, one of the challenges with projects is
we talked a little bit about scope creep, team dynamics. We also didn't necessarily dig into changing expectations.
So when you see very, very large projects, we can sometimes, especially when we have scope, creep, cease, um, changing
expectations around objectives, delivery, bols, those sorts of things. Nobody wants to invest time in something that they're gonna have to go back and rework later on. So the the answer for this is a project quick hitter just do. It really is going to be up to you as the green belt. So you have heard
Ah, lot of different conversations about Is it a domestic project? Is it a quick It is it? Just do it. Remember, Quick hit less than a month within one department. Probably gonna use PDC a
Just do it. This is some common sense stuff that you just want to do is also called low hanging from, Um
the other formal answer to this is really it's going to be decided by your process owner and your sponsor. So this has to do quite a bit with the context of the organization. If this is something that the organization would
I need the support of the rigorous structure from a domestic project. Then I would say it never hurts to do a little bit of overkill. If this is something where you do it, just do it and you go back because nobody sees the value in the solution.
Possibly you're gonna want to do a PDC a or a domestic to make sure that you have that common understanding off the work so that
you don't have your projects going back towards the way they were before or regression towards the mean So with that
quick answer Greenbelt longer answer the greenbelts going to educate the sponsor in the process. Owner and you guys were going to collaboratively decide on this.
How much time will my employees spend on a project to remember were at the charter phase of yours, make project or even
the starting point of your lean six Sigma journey? So you're going to hear this in the I'm very territorial of my employees time or we have so many other priorities. What you're going to want to answer is the traditional answer. And when I say traditional, I'm talking
Motorola G E Allied Signal
not what's traditional for your organization is 20 to 30% of their time. So what that means is, if you really wanna have a truly robust lean six Sigma program, you can estimate giving one of your employees days per week towards process improvement.
However, this is really important Teoh to keep in mind this is all negotiable based off of your organization.
So ah, couple of things that you want to take into consideration is timeframe expectations. Do you want a full day make project done in six weeks, in which case you're going to need more time because you're going tohave those homework assignments and those
data collections and those analyses that are done independent of your project team meeting. It also depends on your project complexity. If you are overhauling the way that HR does on boarding
from the time that you start recruiting to the time that an employee gets their first performance, evil, that's going to be a lot bigger than, say, looking at how we do assigned parking space assignment. And what are the steps in that? So you're also going to look at your project complexity.
And then the last thing that you need to keep in mind is team dynamics. Is this a team that's worked together before? So you don't have to account for
the forming, storming
and Norman phases? But this is a team that can instantly come together and be at the performing level. Teams that have worked together on lean six Sigma projects in the past tend to be old hat and more comfortable in getting these projects done and jumping right into the domain cadence. So
How do I convince higher ups? Um, this one I love because I always feel like this is a little bit like a cop out, like, Oh, yes, I love the idea, but I don't know about my boss. Like, I kind of feel like that way when you buy a car like your sales guys like, yeah, absolutely. I want to sell it to for this price. But
I gotta talk to the sales manager ways that you'll hear it. Of course I gotta talk with my boss.
It looks great on paper. So that backhanded compliment like, Yeah, this is totally good, but proved to me it's actually gonna happen. There is really no great answer to this. The the easiest answer that I have seen
is that you do a project and you show successes. So, generally speaking, when I started an organization, I like to start with a few quick hits like you walk in. Used to ask some people some questions because remember, anything you can use to ask your customers. You can also ask your internal customers,
have a couple of surveys,
have some interviews, find out what some really key pain points are that are low hanging fruit and get them going.
That being said, um, this is a very sexy answer for your leadership, the most successful world class organization. So remember, these are the companies that are functioning at six Sigma level.
Drive the culture from top down, which means that their leadership makes time for their employees. Toe have this ongoing culture of continuous improvement,
where their leadership finds process improvement and data driven decisions as a priority. So with the convincing your higher ups, maybe Azizia saying you want to be the person who's driving the ship when we have all of these great successes, Um,
in my experience again, it's it's it's really twofold. I think that successful quick hits, even a couple of little ones, go much further than me saying, Yeah, you guys wanna be the guy who is leading the charge with that?
That's just my take on it. If you read some of the more popular Lean and six Sigma books, they're definitely going to say top down culture.
So with that, we have wrapped up all of the 10 most common questions that I have heard through my lean six Sigma career. We have given you ways that you may hear them and answers ways that you can answer them toe, hopefully
increase your buy in and get support to move forward with your lean six Sigma project.
In our next module, we're going to switch gears a little bit, and we're gonna talk about basic project management tools, so I will see you guys there.