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Elisabeth Swan

Elisabeth is a Master Black Belt at GoLeanSixSigma.com, the co-author of The Problem-Solver’s Toolkit and co-host of the Just-in-Time Cafe. For over 30 years, she's helped leading organizations like Amazon, Charles Schwab and Marriott International, Inc. build problem-solving muscles with Lean Six Sigma to achieve their goals.
Lean Six Sigma Q&A - GoLeanSixSigma.com

What if the team comes into “analysis paralysis” mode and is “frozen” to make a decision – Any tips to get past that?

If a team is stuck, it’s good to mix up the method. When discussions don’t seem to be going anywhere, try using a kinesthetic method like Multi-voting (n/3) to get people off their seat, up at a flip chart and using sticky dots or markers to vote. Another great method involving movement is “Fist-to-Five” which…
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Lean Six Sigma Q&A - GoLeanSixSigma.com

Can you be effective as the only Black Belt in your company?

Great question! And, as you might expect, it depends. One key factor is whether or not you have leadership support. If they support your efforts to become trained in continuous improvement, that’s a great start. The next question is, how big of a company is it? If you are a tiny cog in a big…
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Lean Six Sigma Q&A - GoLeanSixSigma.com

Does a specific training need to be completed in order for one to title oneself as a Lean Six Sigma Champion?

Great question! The role of the Champion is key since it’s generally a person in leadership who is supporting a project. In order to better understand the role, you may want to view the Webinar: How Leaders Successfully Support Lean Six Sigma Projects. This goes into more detail around the kinds of things a Champion (and…
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Lean Six Sigma Q&A - GoLeanSixSigma.com

Do you have any tips for getting management on board with process mapping, doing process walks, etc.?

Management above me seems to be on board and excited when I talk about process mapping, doing process walks, leaning down processes and streamlining work. However, when it actually comes to supporting the implementation of those changes, it’s suddenly not a priority anymore or something they want to do (now that it affects them). Do…
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Lean Six Sigma Q&A - GoLeanSixSigma.com

How can I effectively deal with people who complain about processes, but do not provide their feedback when the opportunity arises?

How can I effectively deal with people who complain about processes, but do not provide their feedback when the opportunity arises? How can I get these folks to become more involved in changing the process? One method we use is sticky notes. If people are afraid to have their name attached to an idea (or…
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