Value Add 6 Sigma Coach

So why does a black or green belt need a Six Sigma coach? After all, belts are smart people, they have attended training, demonstrated knowledge and use of the tools and techniques, and they know their organization. Supposedly they were selected into their six sigma role because management believes they are capable. So why would a smart, capable person need a coach?

Good question.

The answer lies in where the coach can actually focus the intervention to add value to players’ efforts and help them achieve their objectives. If a coach focuses on the six sigma methodology, tools and techniques, that coach will soon be marginalized. Smart and capable belts usually don’t need much help in this area. Yes, perhaps a belt might occasionally need some support or verification of correct application of a tool. But a coach who offers only this service will not be called upon often.

Breakdowns in a six sigma project are usually not a function of tool failure. Invariably breakdowns are people, team, cultural, or change management issues. Tools are only tools. Real value is added when people within the organization embrace and implement the process improvements in order to meet strategic objectives. And people, not tools and techniques, accomplish strategic objectives.

The coach is in a unique position to be able to move around within and at various hierarchy levels in the organization to gather information, exert influence, and campaign for support. The Six Sigma coach adds value by helping the belt build support within the team and among the organization management, champions and stakeholders. The coach helps the belt focus on those issues, solutions, alternatives that connect to the strategic objectives. The coach helps the belt think through the current situation, the obstacles facing the project, brainstorm possible alternative solutions, and develop tactics to move forward.

The coach adds value by helping the belt address the people issues.

This blog is a service of The Six Sigma Coach, LLC. We provide coach training to experienced Six Sigma practitioners. Visit our web page at http://www.thesixsigmacoach.com and comments via email to info@thesixsigmacoach.com

Corporation Man

In his 1971 classic, Corporation Man, Antony Jay likens the modern day corporation to a primitive tribe. The tribe survives using the best skills of its individual members in a concerted effort to hunt game. The member with the best eyesight searches, the best runners herd game, the strongest arms weald spears and clubs. The adroit prepare weapons and nets. Working together and applying their individual skills, the hunters were able to bring down the giant mastodon.

Coaches can add real value to their players by helping them choose team members with the capabilities, interest, insight and motivation to work within a Six Sigma project team. It is critical to select the right people, not just the folks who happen to be available, to work on the team.

There is no magic selection formula. Membership is dictated by the needs of the project. However, some candidates to consider include a process owner, someone from finance (at least in an advisory role if not a full-time participant) a customer, individuals with insight and leverage to implement solutions, and perhaps a newbie green-belt who will gain experience working with a seasoned belt. Particular skills to look for include knowledge of the process, experience with the Six Sigma methodology, and facility with specific tools such as data analysis or survey design.

Secondly, a coach should help the team leader think through issues about team dynamics. In addition to the skills and knowledge each person brings, there is also the personality and world-view of each team member. A group of optimistic, forward-thinking generalists can always use a cautious member to help see specific details and the bumps on the road to success. Players should also consider a member to complement their own particular skills. For example, I always try to have someone on my teams who is super organized and adept in project management details and can support my less then stellar administrative abilities.

And finally and perhaps most importantly, the coach can work with players and with team members’ management to ensure the team member’s workload provides sufficient time and resources for both team meeting and assignments.

It is reasonable to suppose the primitive hunters didn’t always catch their prey. But a solid team composed of people with the necessary skills and capabilities, diverse approach, and time and resources, provides a solid foundation and enhances the likelihood of project success.

This blog is a service of The Six Sigma Coach, LLC. We provide training in coaching skills to seasoned Six Sigma practitioners. For more information visit us at http://www.thesixsigmacoach.com

Comments, questions, suggestions are always welcome. E-mail us at info@thesixsigmacoach.com

GROW – DMAIC

The GROW model, like the six sigma DMAIC model, is a simple tool coaches use to conduct coaching sessions. Like DMAIC it is a guide to thinking, a way to stay on track through the discussion, and a way to ensure the session outcomes are value-add to the player. And, there is an obvious overlay between the two models.

The “G” is “Goal.” What are the goal(s) of the individual session and what are the goals of the coaching engagement. After the initial greetings and small talk the coach asks the player to open the discussion with a review of the current status of the project and update on most recent activities, including completion of promised tasks from the previous coaching session. If the overall goal for the project is not evident, a coach might ask for a brief summary.

Then the coach would ask the player to move on to the desired outcome(s) for the current coaching session. These should be as specific as possible. The player might say: “I want to discuss difficulties I am having with a stakeholder.” A more useful goal statement is: “I want to try to determine causes of difficulties I am having with a particular stakeholder and then develop two or three alternatives to overcome the resistance.” The coach should help the player focus the goal statement to a useful outcome that the player can act upon. Goal is a direct corollary to the Define step.

The “R” is Realities. Here the coach and player discuss what is actually happening, who said what, where people are in their thinking, what the playing field actually looks like. It is in fact a reality check of the current situation and a direct corollary of the Measure step.

The “O” is Opportunities. Here the coach begins to help the player ask the right questions. As a sounding board and spur to thinking, the coach challenges assumptions, digs deeper into the realities assessment, and helps the player begin to generate some focus that would lead to possible next steps. This is the Analyze step and asks the player to narrow down the opportunities and to agree on next steps as they move into the Improve step.

Finally, and most importantly, like Control, the “W” is the Will to move forward. This involves establishing agreements for specific outcomes, who will do what, timelines and milestones, all the details six sigma practitioners clearly know is necessary if they are going to bring their six sigma projects to a successful conclusion.

A couple of additional thoughts about the GROW model. First, it is only a model and a guide to thinking. It is not a rigorous technique to follow exactly. In fact it is not a linear discussion. So the coach and player frequently will move back and forth between the four steps just as six sigma practitioners sometimes move back and forth between DMAIC steps as the project develops.

Second, there is no ideal time limit to spend on each step except that the coach will need to slow down to ensure the “G” step is given adequate attention. Just as Define is about 30+% of any six sigma project, taking time to gain clarity about “G” will insure focus and successful outcomes for the coaching session and coaching engagement.

As a final two steps, I always ask save a few minutes at the end of the session to test for player satisfaction with the session. The questions I ask are: “Are we complete?” “Did we accomplish what you wanted from this session?” “Are you comfortable to move forward?”

And finally, after every coaching session I always take a few minutes to journal a self-assessment of my own performance as a coach for that particular session. Journaling as a self-assessment device to improve one’s own performance as a coach is a topic for another blog post.

For more information about the GROW model, John Whitmore’s book, Coaching for Performance, 3rd Edition is a place to being.

This blog is a service of The Six Sigma Coach, LLC. We provide coach training to experienced six sigma practitioners. Visit our website at http://www.TheSixSigmaCoach.com or email us at russ@thesixsigmacoach.com

Baldrige & 6 Sigma

Should an organization choose between the Malcolm Baldrige National Quality Award or a Six Sigma initiative? If we were to create a matrix of the Baldrige values, core concepts, and criteria against the six sigma tools and techniques, there would definitely be many overlapping and mutually supporting ideas and concepts. So, it really should not be a question of choice between either/or. The two models are certainly not separate in their purpose, and I would argue they are mutually supportive of each other. Whereas one focuses on “what,” the other focuses on “how.” Baldrige provides a business excellence model: Where does an organization need to focus to excel? Six Sigma provides tools and techniques to support a business excellence strategy. If Baldrige drives the strategy, then Six Sigma drives the tactics to achieve the objectives.

Coaches need to be deeply involved in their organizations’ strategy in order to help drive their six sigma initiative to support corporate objectives. That may play out on a practical level in helping belts and steering committees select projects, or helping choose improvement solutions that more directly support the strategy. Coaches should participate in organizational strategy meetings either as an invited member, or as an observer. Another idea is for the coach to volunteer to facilitate the strategy meeting.

A great way for coaches to gain perspective from a strategic vantage is to participate in a state level quality award process. Most states and many localities have award programs modeled on the national award. And every program is usually seeking volunteers. More information to locate a program is found at http://www.networkforexcellence.org/

As an examiner for both the State of Kansas award and the national award I can attest that participation is time consuming and hard work. However, the payoff has been a significant shift in my own capability to see opportunities from a broader perspective and focus projects that I have coached to achieve strategic objectives. And the Baldrige values and core concepts have been extraordinarily helpful when framing arguments and soliciting support for change initiatives.

This blog is a service of The Six Sigma Coach, LLC. We provide training and coaching to experienced six sigma practitioners. Visit our website at http://www.TheSixSigmaCoach.com or write to us at info@thesixsigmacoach.com

The Somatic Coach

What is a somatic coach, or why should coaches be concerned with their somatic self?

There is a Zen saying: “the mind is a chattering monkey.” And Joyce referred to Mr. Duffy “lived a short distance from his body” http://www.online-literature.com/james_joyce/964/

The term “somatic” refers to the body usually the core rather than the limbs. As coaches we connect with our players on both an intellectual and emotional level. But I would suggest that there is a somatic dimension that helps us to connect, also. As coach we do our best work when we listen to the player and are present, really physically focused, on the player. A calm mind and still body send a powerful message of trust and presence to the player. The way to accomplish that is through a daily somatic practice.

So, what is a somatic practice? One could go off to the Himalayas and contemplate for several decades to achieve inner peace and wisdom. Another, probably more practical approach is a daily, brief, 15 minute mediation practice. A new (short, 140 pages) book by Mark Thornton “Meditation in a NY Minute: Super Calm for the Super Busy” is a place to begin. Gandhi famously said: on busy days he needed to find lots of time to mediate.

Other excellent self-awareness practices include Tai Chi, Aikido and breathing exercise. In addition to obvious health benefits, any of these daily practices will help us to still that chattering monkey, become centered and present for our player and to really be able to listen to and support our player.

This Blog is a service of The Six Sigma Coach, LLC. We provide coach training to experienced Six Sigma practitioners. Visit our website at http://www.TheSixSigmaCoach.com or contact us at info@TheSixSigmaCoach.com