During this free 1-hour webinar, you’ll learn how to lead and facilitate Lean Six Sigma teams towards success.
Webinar Recording: How to Facilitate a Process Improvement Team to Success
Webinar Presentation: How to Facilitate a Process Improvement Team to Success
Date & Time
- Date: Thursday, July 28, 2016
- Time: 8 am – 9 am PDT
- What Facilitation is all about
- What Facilitation techniques are
- Why we need facilitation skills
- How to assess team needs
Elisabeth Swan, Managing Partner & Executive Advisor
Elisabeth is a Managing Partner, Executive Advisor and Master Black Belt of GoLeanSixSigma.com. Elisabeth has over 25 years of success helping leading organizations like Amazon, Charles Schwab, and Starwood Hotels & Resorts build problem solving muscles and use Lean Six Sigma to achieve their goals.
Q&As From the Webinar
- What is the RACI Matrix?
- Regarding RACI, is it a requirement (or a really good idea) to have the responsible individual be a different person than the accountable individual?
- “Interpersonal Relationships and Procedures” have the same scores. Why did you decide to address IP?
- How do you deal with members that bring war stories to meetings? They talk about the same or similar exercises that have been done (in the past) and that did not bring any previous success. What do you do about Meeting Rules here?
- On the Alignment Model, what does the IPR mean (at the top)?
- How should one handle what I call the “role creep”? This is someone moving into someone else’s responsibility.
- How do you manage someone who does not respect the rules?
- Do you recommend using some of these tools at particular points in a project even if the team is functioning well?
- A big issue I run into when creating an implementation plan is having team members competing priorities that end up taking priority. When you have very limited resources, how do you keep the train moving on a project you feel should be as fast as a bullet train, but is getting delayed as much as Amtrak?
- How do you deal with very strong personalities which erodes the moral of the group?
- How do you handle a team that is not motivated and unwilling to work with the team lead?
- How do I properly escalate problems of staff not meeting deadlines when upper management will not discipline those people?
- The procedures seem burdensome for small groups. Can you comment on flexibility in those depending on group size?
- How do we handle someone who has a problem with authority?
- How do you deal with strong personalities in a meeting who have disagreement on processes?
- What could be the best way to evaluate the success?
- What category does poor meeting attendance fall into?
- How do you handle a team member that continually wants to postpone follow-up meetings (asking to push to next month, etc.)? Is it better to postpone to retain the member or exclude to keep the project on-time?
- How do you deal with a director who is condescending to the team?
- For the alignment diagnostic tool, how quickly do you utilize it? In the same meeting and address results or roll over results and discussion into the next meeting?
- Introduction to Lean
- How to Select the Right Improvement Project
- Challenge The Process by Asking “Why?”
- How to Manage Change With Negative Nancy
- How Leaders Can Support Lean Using Leader Standard Work
- How to Harness the Power of 5S and Visual Management
- Why Process Walks Are a Must
- Why Process Mapping Is Critical to Improving Your Processes & How to Get Started