Several years ago my employer decided to begin utilizing Lean Six Sigma (LSS) for its continuous improvement (CI) methodology. While this was lauded by many in the company, there were others that were not pleased with this decision.
LSS was either viewed as the CI “flavor of the month,” or as a way for management to justify reductions in staff. In either case, it was often very difficult to gain the support of potential project sponsors and team members.
Most LSS implementations are greeted favorably. Unfortunately, on occasion, some CI executions are not so well received. This can happen for many reasons.
One common error is the idea that LSS can be used to fix all problems. No matter what the issue is, leaders try to utilize LSS tools to correct the problems. This often gives very poor results and frustrates everyone involved.
To avoid this pitfall, make sure every project has a solid charter statement, which gives an overview of the problem and project goals. This will help leaders determine if using LSS tools is appropriate to achieve the desired outcomes.
Another reason for poor reception is the fact that some project sponsors use LSS as a way to justify implementing a predetermined solution. While there are some issues that have obvious solutions (also known as “just do it”), many are not so simple and require significant effort to make appropriate changes. Forcing a team to accept a predetermined solution can waste the time of everyone involved and cause resentment among team members and those affected by the changes.
If this sounds all too familiar, try this. When having team meetings, focus on listening. While you are likely to see obvious improvements early on, do not start leading your team to the solution you created.
If participants begin to suggest ideas for improvement, write down their ideas. Also focus on understanding the current process. Assuring others that their suggestions are valued and will be considered is often enough to allow them to refocus on the current exercise. One tool that might help is to start a project “parking lot” for these ideas and remind participants that the team will discuss them after you all have a better understanding of the existing process.
A successful CI program requires buy-in from employees throughout the organization. By ensuring that the implementation avoids issues such as predetermined solutions (obvious bias) and over-zealous/incorrect usage of LSS tools, a company can help promote a culture of CI throughout the organization.
How are you helping your employees to work smarter by reducing the amount of time they spend on non-productive activities and correcting errors? If your business processes need a “check-up,” please email me at michael@leadingchangeforgood.com! I’d love to help you get back to a healthy, productive workplace.
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