QUESTION:In a Huddle Meeting it is recommended to take minutes and send them by email or is useless?
No, I haven’t seen this done before. What I have seen are actions written on the visual board instead with a date/time to follow up.
QUESTION:Is there a way/tool to do virtual task boards because our team is mostly remote?
For an electronic Kanban Board, use Trello.com. It’s free and it works great for virtual teams! GoLeanSixSigma.com uses it internally, too!
QUESTION:In your experience, what is the best technique you have used to get buy-in for these tools from sceptical leaders and stakeholders in the business?
A couple things work:
- Success stories being told by leaders they admire or their peers
- Tours of Lean organizations they admire that use the tools…they get a vision
QUESTION:What can be done when the management preaches Lean but they don’t follow any of the principals? I have my Green Belt and am passionate about process improvement. The management tells me to “go ahead and do it” but they want me to do everything and will not back me or allow resources for any process improvement.
This is a tough situation and a lot of it depends on your comfort level for bringing these issues up. If done well, leaders sometimes fall in line and start to be more supportive. If not done well, you become the negative employee that they want to avoid. I tend to have these crucial conversations with leaders by scheduling a program review. We discuss pluses and minuses, and strengths and weaknesses about the program. Sometimes, they are the ones that bring the issue to light! Then, they decide what to do about it.
QUESTION:What’s the biggest obstacle that leaders run into that keeps them from implementing Leader Standard Work?
A couple things:
- Leaders don’t want to look foolish with their reports. These tools are new to them and they may feel sheepish about trying these tools out with their staff.
- Their managers don’t use it or don’t believe in it. If their leaders don’t ask them about using the tools, efforts will be lost in the “Sea of plenty to do, and not enough time to do it”
QUESTION:What are your recommendations for creating a path to implementing Lean Six Sigma in an organization?
I’m going to respond at a very high level. Otherwise, this response would be a novel. The highest level roadmap is this:
- Understand the why
- Assess needs
- Determine key goals
- Select measures
- Develop a plan
- Deploy Plan
After these steps, you’ll measure it to see if you had success. Adjust as necessary.
QUESTION:As a current Green Belt student, I am finding that my peers that have experience in the area tend to take shortcuts. How do I prevent this?
If they are your peer, unless you want to hold them accountable, there isn’t anything you can really do. Focus on your own learning and development, and when an opportunity arises to say something about skipping steps then seize it.
QUESTION:Is the Task Board for the leader only or can you use it for the entire department?
Nobody will use the Task Board if the leader doesn’t model the way. I would recommend leaders start first, then include others.
QUESTION:What is A3 problem solving?
A3 problem-solving is a methodology to conduct root cause analysis. Specifically, A3 is the name of an 11 x 17 piece of paper, the international paper size. This document size is typically used to document the process, and where the name of the tool came from.
QUESTION:Should Senior Management be using these tools with their middle management team, or not necessary?
Absolutely! Senior management should be implementing Leader Standard Work, too. Obviously they can’t conduct as many Leader Process Walks as Managers or Supervisors but it can get done. There are many Senior Managers that have created Visual Boards to share with others what is top of mind, key priorities and key measures.