ASQ Lean and Six Sigma Conference – Day 2

I ran into Stuart MacDonald, the magician from yesterday in several sessions today. I love when keynotes at a conference show their passion by learning from fellow practitioners. I bought his book, so it also worked on that level.

Morning Keynote of “Achieving Operational Excellence with Passion and Creativity” by Kaplan Mobray

As a facilitator I always approve of walking into a session with a name tag, file cards, paper, and crayons. It warms my heart.

Career coaches and motivational speakers are a tough one for me as I rarely connect with them as a conference speaker. Mr. Mobray had a high energy level, but what I really enjoyed was him using various facilitation techniques (graphic drawing) as a way to focus on his simple points, such as “pass it on” or “evolve” or “progress over persecution.”

“Steering Towards Zero Issues” by Franco Seravalli

Starts with the dilemma of poor quality and a high level overview of the case study at an automobile parts supplier in Costa Rica.

Though his case study covered their path root cause analysis and gap analysis and then went to improvement strategy.

  • People – Trust our people
  • Containment
  • Correction/Prevention

People was the most important.

Step by step process to create a quality culture and sell change.

Steps for strengthening people

Focus on people and talked about human error and human performance.

  • Awareness – create a sense of pride and empathy with the customer. Transparency and candor and making the quality issues public
  • Commitment – Public displays of support. Talk and listen. Management walking-the-walk
  • Empowerment – Trust your people, decision-making authority
  • Accountability – interesting point about cultural differences (for example Spanish and Portuguese do not have this word)
  • Recognition
Credit where credit is due

Containment – focused on stop the bleeding and close the circle. Containment is fairly high level and felt very industry specific in his details.

Corrective Actions – laid out the typical deviation to CAPA to effectiveness review path. Covered 8D, talking about need to add risk analysis/management and the place of effectiveness reviews.

Covers risk and PFMEAs.

Again, not an intermediate discussion. We need better criteria for ranking a session. I would have gone to this even if it was marked basic as the speaker is a member of the Team and Workplace Excellence Forum, but I worry for other participants.

“See One, Do One, Go Do One” by Karissa Craig

Karissa laid out a journey to develop, trial, implement, evaluate, and refine their approach through a case study.

Brings a good qualification approach to Lean with “See One” and “Do One” are classroom learning and the “Go Do One” is application.

Talked about the resistance and the need for accountability for application. A “want to” and not a “have to”

Demonstrated the A3 as rubric for the “Go Do One”. Offered some good discussion of how firefighter cultures (which healthcare) and how you need to build the right culture to do problem and root cause and not jump to solutions.

Gave a nice 8-week (with added 1-week pre, 1-week post) schedule for training and doing.

For training focused on basic problem solving, talked about avoiding perfectionism and set reasonable expectations. Karissa described a great sounding training program. This three hour class seemed very well put together.

Had an interesting share on how training led people to realize that problem solving was harder than they used to think and impacted employee engagement. This led to a sponsor training so sponsors understood how to support teams.

“Run with scissors” about how transformation involves risk and the ways to deal with it.

Rest of the Day

I spent the afternoon networking and connecting and conducting some ASQ Team and Workplace Excellence Forum business and didn’t attend any of the afternoon sessions. I was ambivalent about the afternoon keynote speaker/piano player.

Understanding the Levers of Change

As part of my presentation “Sustaining Change – Executing a Sustainability Plan” at the ASQ Lean and Six Sigma Conference tomorrow I’ll be talking about levers of change.

Understanding the change landscape

Change Management practitioners usually talk about seven levers:

  1. Infrastructure – Investing in the tools, processes, and other resources that employees need to be successful with the change initiative.
  2. Walk the Talk – active leadership is about ownership; it includes making the business case clear, modeling behaviors, clearing obstacles and making course corrections.
  3. Reward and Recognition – acknowledgement and compensation for employees who work to move the initiative forward
  4. Mass Exposure – getting out information about the change through broadcast messages and other communication pathways
  5. Personal Contacts – creating opportunities for advocates to share their experience of the change with peers who feel disengaged
  6. Outside advocates – bringing in resources (internal or external) to gain expertise for the change initiative
  7. Shift Resisters – moving people to areas less affected by the initiative.
7 levers of change

Conference Speaking -2020 Lean and Six Sigma

In February I will be presenting at the 2020 ASQ Lean and Six Sigma Conference in Phoenix on Sustaining Change – Executing a Sustainability Plan.

Here’s the presentation summary:

For Lean and Six Sigma projects a central question should always be “how do we sustain this change?” Sustainability is a major part of all the major change models but is often the easiest to neglect. This session will engage the participant in building a Sustainability Plan, a key tool to ensure the change is anchored and embedded in the organization. Through three case study examples of changes at the three major change levels -transactional, organizational and transformational – the participant will gain the knowledge to create and execute an effective change plan.

During this session examples will be given for each component of a sustainability plan:

  • Communication: Mechanisms for persuasive communication and ongoing socialization of the change, rites of parting (saying goodbye to the old ways of doing things), and rites of enhancement (acknowledgment of quick wins and continued adoption)
  • Metrics Tracking: How to identify and execute consistent and effective ongoing measurement and results reporting to track progress and ensure sustained results • Performance Management: Process for observing and objectively measuring desired behaviors and attitudes, including performance appraisal process, promoting, demoting and transferring, and training and development
  • Rewards and Recognition: Program of intrinsic and extrinsic incentives to reinforce desired behaviors and attitudes
  • Sustaining Ownership: Consistent process for ensuring sustained ownership of the change through the ongoing transfer of experience and knowledge
  • Continuous Improvement: Mechanisms for responding to changing requirements and implementing improvements based on feedback, observations, and metrics

The following questions will be explored, and tools for finding answers will be provided:

  • How should organizational achievements reinforcing the change be commemorated
  • What behaviors should be observed and measured on a regular basis?
  • What results should be observed and measured on a regular basis?
  • What metrics should be used for measuring behaviors and results?
  • What mechanisms should be used for reporting results? • What criteria should be used to allocate rewards and promotion?
  • What mechanisms should be used for training, coaching, and role modeling?
  • What processes and procedures should be put in place to ensure sustained ownership of the change?
  • What continuous improvement mechanisms will address low adoption rates and ensure the change becomes part of the organization’s normal functioning?

At the end of the session the user will have a template for creating a sustainability plan and will have been provided tools to successfully execute the sustainability phase of a change.

Learning Objectives 1. Assess the role of sustainability in the major change management methodologies and apply to lean and six sigma projects. 2. Facilitate the sustainability phase of change management. 3. Compose a sustainability plan.

WCQI Day 2 – afternoon

Leading Teams: Conflict for Innovation and Change” by Carolann Wolfgang, Marilyn Monda and Lukas Cap.

The Human Development and Leadership Division is one of those divisions that I don’t get. Not because I disagree with the content, it’s just I don’t get what makes it different from the Quality Management or Team Excellence Divisions. This presentation by three of the member leaders didn’t make that any easier.

This workshop was an attempt to blend a few concepts, such as powerful questions, human explorers and curiosity types together and build a tool kit for team excellence. As such it wore its source material on it’s sleeves and skipped a few spots. A few specific observations:

  • The powerful questions are good
    • Why does this [point] matter to you?
    • What outcome would make it a success for you?
    • Is the way you think about the conflict useful, realistic or accurate?
    • What events or choices led to this conflict?
    • What other courses of action can you think of?
    • What if this obstacle was removed?
    • What is behind that thought, resistance or idea?
    • What are the priorities right now, in this conflict?
  • Using the Five Dimensions of Curiosity is very interesting. I think it can benefit from more thought on problems and how different curiosities lend themselves to different types of problems.

“System Transformation – Your role as a Lean Leader” by Erin Christiaens and Jaret Moch.

Super high level review of lean transformations and lean leadership. I find these workshops valuable to check-in against and hear what people are saying. Plus the rest of the 3 pm workshops didn’t engage me.

Focused almost exclusively on lean leadership standard work. Gave a few nice templates, and I do like workshops that give templates.

It is fascinating to hear people on different levels of the lean journey, or frankly any quality culture transformation. It is one of my favorite parts of attending conferences.

Provided by Lead2Lean Solutions

Afternoon Keynote – Tricia Wang

Praising statistical analysis at a quality conference is a good crowd pleaser. Way to bond with the audience.