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A Pocket Guide for

Six Sigma Success

Six Sigma Academy

First Edition

GOAL/QPC

BLACK BELT

Memory JoggerTM

The

BB Frontmatter 10/7/03, 9:15 AM1

The Black Belt Memory Jogger™© 2002 by GOAL/QPC and Six Sigma Academy.All rights reserved.Reproduction of any part of this publication without thewritten permission of GOAL/QPC is prohibited.Six Sigma is a federally registered trademark of Motorola, Inc.MINITAB is a trademark of Minitab, Inc.

Six Sigma AcademyTherese Costich-Sicker, Project ManagerPaul Sheehy, WriterPhilip Samuel, Ph.D., Copy EditorDaniel Navarro, WriterTerry Ziemer, Ph.D., Copy EditorRobert Silvers, WriterVictoria Keyes, WriterShannon Godden, Copy EditorJohn Dziark, Copy EditorTylar Burton, Copy EditorMarcia Lemmons, Copy EditorDeb Dixon, Writer

GOAL/QPCDaniel Picard, EditorDanielle Page, ProductionMichele Kierstead, Cover Design, Graphics, and LayoutBob Page, Project Manager

GOAL/QPC

12B Manor Parkway, Suite 300, Salem, NH 03079-2862Toll free: 800-643-4316 or 603-893-1944Fax: 603-870-9122E-mail: [email protected] site: www.goalqpc.com

Printed in the United States of AmericaFirst Edition 10 9 8 7 6 5 4ISBN 1-57681-043-7


The Black Belt Memory Jogger

http://www.goalqpc.com

mailto:[email protected]

Acknowledgments

Our sincerest thanks to the people and organizationswho contributed suggestions and encouragement orwho gave us permission to adapt their charts, tables,and other information.

We are especially grateful to a long-time friend andsupporter of GOAL/QPC, Larry Smith of Ford MotorCompany, who provided the inspiration for this book.

We are indebted to the following reviewers whoensured that the finished book aligned withexpectations:Lyn Dolson Pugh, Katherine Calvert, Michael G.Thibeau, Dow Chemical Company; Larry R. Smith, FordMotor Company; Marc Richardson, JAE Oregon, Inc.;Kristi Brown, Wal-Mart; David M. Oberholtzer,Raytheon Company; Richard K. Bergeron, Seagate Inc.

We are also grateful for those who shared with ustheir vision for this book:Raj Gohil, AT&T Corporate Quality; Rip Stauffer,BlueFire Partners; Jeff Karl, Bombadier RegionalAircraft; C. Gregory Brown, Citigroup; Randy Fach,Dove Consulting; Kui-Sun Yim, Ford Motor Company;Cheryl Rienzo, Honeywell, Inc.; David Fogelson,Honeywell, Inc.; Eric Jakubowski, Motorola, Inc.;John Thomasson, NCR Corporation; Russell Soukup,Pemstar, Inc.; Bill Fechter, Ph.D., Productivity Inc.;Jay P. Patel, Quality & Productivity Solutions, Inc.;Allen C. Rothman, Quad Tech, Inc.; Lynda Owens,Neal Mackertich, Raytheon Company; SwaminathanBalachandran, University of Wisconsin–Platteville.



Foreword

Six Sigma programs have made tremendous contribu-tions to many organizations worldwide, and we atGOAL/QPC anticipate that the long-term benefits willaccrue as more organizations learn and apply Six Sigma.

However, as Six Sigma becomes more commonplace, itwill be accompanied by increased pressure to quicklytrain Black Belts and to produce results. For someprospective Black Belts, the learning challenge will bedaunting and the post-training performance expecta-tions even more so.

To help support new and current Black Belts, we de-cided to create a Memory Jogger specifically for theirneeds. We partnered with Six Sigma Academy andmelded their extensive knowledge and experience inSix Sigma tools and methods with GOAL/QPC’s skillin producing Memory JoggerTM pocket guides. In pre-paring this guide, we are assuming that users arefamiliar with DMAIC processes, the basics of qualitymanagement, and the basic quality tools found in TheMemory JoggerTM II.

The Black Belt Memory JoggerTM serves double duty as atraining document for new Black Belts and a readyreference to support their real-world performance.

With the help of many reviewers, the experts andpractitioners who worked on this project have as-sembled the necessary information to support success-ful Black Belt performance. We trust you will agree.

Bob PageGOAL/QPC



Table of Contents

Introduction .................................................................. 1Roles and Responsibilities .......................................... 7Project Management .................................................. 11Critical To Flowdown ............................................... 19Basic Statistics ............................................................. 33Process Maps .............................................................. 49Rolled Throughput Yield .......................................... 55Sigma Values .............................................................. 61Cause & Effect/Fishbone Diagram ......................... 65Measurement Systems Analysis .............................. 73Capability Indices ...................................................... 95Graphical Analysis .................................................. 101Multi-Vari Charts ..................................................... 127Central Limit Theorem ............................................ 139Confidence Intervals ............................................... 143Hypothesis Testing .................................................. 149Transforming Data ................................................... 157Correlation and Regression .................................... 167Binary Logistic Regression ..................................... 179Design of Experiments ............................................ 185Failure Mode and Effects Analysis ....................... 211Control Charts .......................................................... 221Total Productive Maintenance and PreventativeMaintenance ............................................................. 237Control Plan .............................................................. 241





Introduction 1©2002 GOAL/QPC,Six Sigma Academy

Introduction

What is Six Sigma?The Six Sigma methodologies are a businessphilosophy and initiative that enables world-classquality and continuous improvement to achieve the highestlevel of customer satisfaction. Metrics are established thatalign an organization’s strategic goals and values tothat of their customer’s needs and expectations.

Sigma (σ) represents a unit of measurement that designatesthe distribution or spread about the mean (average) of aprocess. In business, a sigma value is a metric that representshow well a process is performing and how often a defectis likely to occur. The higher the sigma value, the lessvariation and fewer defects the process will have. SixSigma is the new standard of excellence at only 3.4defects per million opportunities (DPMO).

How does it work?The Six Sigma philosophy uses data and statisticaltools to systematically improve processes and sustainprocess improvements. Process metrics are evaluatedbased on a comparison of average and variation toperformance specifications or targets.

The methodology is a project-focused approachconsisting of five phases: Define, Measure, Analyze,Improve, and Control. Projects are selected and Definedfrom business, operational, and customer needs, basedon their linkage to executive strategies. In the Measurephase, tools are applied to validate the measurementsystem and to characterize the process. In the Analyzeand Improve phases, sources of variation are identified,a statistical relationship between the process input and

BB chapt 1 Intro 10/7/03, 8:17 AM1


2 Introduction ©2002 GOAL/QPC,Six Sigma Academy

output variables is established, and the processperformance is optimized. The Control phase appliestraditional and statistical tools to sustain processimprovements. Emphasis is placed on controlling the keyprocess inputs to consistently achieve key process outputs.

The DMAIC Model

What is it?The DMAIC model is a set of tools outlined in fivephases that are used to characterize and optimize bothbusiness and industrial processes. Each project mustcomplete the five phases in chronological order.

Define Phase

In the Define phase, the customer needs are stated andthe processes and products to be improved are identified.

Steps Activities/Tools Output(s)

Create • Define process to • Problem statementproblem improve • Project scopestatement • Define project • Project goals

objectives• Identify project

stakeholders• Identify customers

Identify • CT Trees • Identified customerCTQs needs

Define • Identify performance • Gap analysisperformance measures • Business impactstandards • Financial analysis (project savings)

• High-level process • Project definitionmapping • Project charter

• Project plan/timeline

• High-level process map

• Definition of performance measures

BB chapt 1 Intro 10/7/03, 8:17 AM2


235235SIPOC©2002 GOAL/QPC

SIPOCUnderstanding the processat a high level

Why use it?To develop a high-level understanding of the processthat is under study, including the upstream and down-stream links.

What does it do?• Defines project boundaries (i.e., starting and

ending points)

• Describes where to collect data

• Identifies suppliers and customers (i.e., stake-holders who need to be considered as part of yourproject)

• Identifies inputs and outputs (i.e., what is flowingin and flowing out of the process)

• Helps to support process thinking within yourorganization

The SIPOC Process

Suppliers

Customers

OutputsProcessInputs

SSGR Section IV 10/7/03, 9:53 AM235

The Six Sigma Memory Jogger II

236 ©2002 GOAL/QPCSIPOC

How do I do it?Many teams have trouble working on a SIPOC(Suppliers, Inputs, Process, Outputs, and Customers)diagram in order (i.e., starting with Suppliers andthen moving onto Inputs, and so on). The followingsteps are often a more useful sequence for identifyingSIPOC elements.

1. Start by identifying the starting and ending pointsof the process you are studying

2. State the purpose of the process. Ask:

• Why does this process exist?

• What is the purpose of this process?

• What is the outcome?

3. Fill in the main process steps between the startingand ending points so you have a total of five toseven steps. Think of your diagram as a top-levelflowchart, where the focus is on main steps, notdetails. Here you are not concerned with loops orerrors. To identify the main steps in the process,ask the following questions:

• What happens to each input?

• What conversion activities take place?

Tip When doing a SIPOC analysis, be sure to keepthe process to between five and seven steps.You want to portray an overall picture of themajor actions that occur in the process, not delveinto details.

4. Identify outputs from the process. Outputs caninclude physical products, documents, informa-tion, services, and decisions. To identify outputs,ask the following questions:



237237©2002 GOAL/QPC SIPOC

• What product does this process make?

• At what point does this process end?

• What information does this process produce?

5. Identify the customers for each output by asking:

• Who uses the products/information suppliedfrom this process?

• Who are the customers of this process?

6. Identify the key process inputs. Here it helps to tryto think of what actually flows through your pro-cess and what is being transformed. Is it a physicalpart or raw materials? A form? Documentation? Asample? Most process inputs are primarily in theform of materials and information, but they canalso include ideas, labor, and environment. Toidentify inputs, ask:

• What flows into the process?

• What triggers the process to start?

7. Identify the key suppliers for each input by asking:

• Where does the information or material we workon come from? Who are our suppliers?

• What do they supply?

• Where do they affect the process flow?

• What effect do they have on the process and onthe outcome?

Tip Some suppliers might provide more than oneinput, and a process often has more than oneoutput.



238 ©2002 GOAL/QPCSIPOC

A Sample SIPOC Diagram

Making a Photocopy

Inputs

Office supplycompany

Yourself

Paper;copier setup

Original

Put originalon glass

Close lid

Adjustsettings

PressSTART

Removeoriginals

and copies

Copies

You

File

Others

CustomersOutputsProcessSuppliers

Tip After you complete the SIPOC diagram foryour project, take a few minutes to review thecharter and make any modifications that youthink are appropriate.




T H E

T E A M

M E M O RY J O G G E R ™

A pocket guide for team members

First Edition

GOAL/QPC and Oriel Incorporated

Dear Team Member,Since the early 1980s, Oriel Incorporatedand GOAL/QPC have both been leaders inhelping organizations continuously improvetheir business performance.

We both have publications thatorganizations have found helpful increating a more productive workplacethrough techniques such as processimprovement, problem solving, andeffective teamwork. The Memory Jogger™has helped over 5 million customersaround the world make fuller use ofgraphical and statistical methods. TheTeam Handbook, with more than 700,000copies in circulation, has helpedthousands of teams achieve significantprogress.

We have now joined together to create aconvenient, practical guide for teammembers—The Team Memory Jogger™.Here you’ll find additional inspiration,information, and tips you need for evenmore productive teamwork. Please let usknow what you think.

Sincerely,

The Team Memory Jogger™

© 1995 GOAL/QPC and Oriel IncorporatedAll Rights Reserved.

Any reproduction of any part of this publication withoutthe written permission of GOAL/QPC (603) 890-8800 or

Oriel Incorporated (608) 238-8134 is prohibited.

GOAL/QPC

Michael Brassard,Developer

Bob Page, Project Leader

Dorie Overhoff, Marketing& Customer Research

Michele Kierstead, LayoutAdvisor

Richard Morrison, ChiefOperating Officer

Joiner Associates Inc.

Sue Reynard, Writer andProject Leader

Barbara Streibel, SubjectMatter Expert

Pat Zander, Marketing

Laurie Joiner, ExecutiveVice President

Brian Sullivan, DesktopPublishing

Jan Angell, DesktopPublishing

Development Team

Printed in the United States of America

First Edition10 9 8 7 6 5

The Team Memory Jogger

Dear Team Member,Since the early 1980s, Oriel Incorporatedand GOAL/QPC have both been leaders inhelping organizations continuously improvetheir business performance.

We both have publications thatorganizations have found helpful increating a more productive workplacethrough techniques such as processimprovement, problem solving, andeffective teamwork. The Memory Jogger™has helped over 5 million customersaround the world make fuller use ofgraphical and statistical methods. TheTeam Handbook, with more than 700,000copies in circulation, has helpedthousands of teams achieve significantprogress.

We have now joined together to create aconvenient, practical guide for teammembers—The Team Memory Jogger™.Here you’ll find additional inspiration,information, and tips you need for evenmore productive teamwork. Please let usknow what you think.

Sincerely,

The Team Memory Jogger™

© 1995 GOAL/QPC and Oriel IncorporatedAll Rights Reserved.

Any reproduction of any part of this publication withoutthe written permission of GOAL/QPC (603) 890-8800 or

Oriel Incorporated (608) 238-8134 is prohibited.

GOAL/QPC

Michael Brassard,Developer

Bob Page, Project Leader

Dorie Overhoff, Marketing& Customer Research

Michele Kierstead, LayoutAdvisor

Richard Morrison, ChiefOperating Officer

Joiner Associates Inc.

Sue Reynard, Writer andProject Leader

Barbara Streibel, SubjectMatter Expert

Pat Zander, Marketing

Laurie Joiner, ExecutiveVice President

Brian Sullivan, DesktopPublishing

Jan Angell, DesktopPublishing

Development Team

Printed in the United States of America

First Edition10 9 8 7 6 5


Table of Contents

Introduction..............................................1

Chapter 1: Preparing to Be an EffectiveTeam MemberPersonal Skills Checklist ...........................6

You and Your Team....................................7

Taking Responsibility .................................8

Following Through on Commitments .....................................10

Contributing to Discussions .....................12

Listening to Understand...........................15

Getting Your Message AcrossClearly .....................................................19

Giving Useful Feedback ..........................21

Accepting Feedback ................................26

Action Tips ...............................................28

Mike Adams, OprylandUSA

Carol Anderson, ParkNicollet Medical Center

Davis Balestracci, ParkNicollet Medical Center

Daniel Brown, BuschEntertainment Corp.

Elaine Engelke, PublicService Commission

Bob Faneuff, Air ForceQuality Institute

Bill Farrell, Army & AirForce Exchange

Paul Grunzke, AirForce Quality Institute

Kathleen Holm, LandO’Lakes

Brian Joiner, JoinerAssociates Inc.

Kevin Kelleher, OrielIncoporated

Donna Koenig, LandO’Lakes

Robyn Kuttler, InovaHealth Systems

John Lowe, Sea Worldof Ohio

Kimberly Maginnis,Urgent Medical Care

Ralph Miller, S&BEngineering

Keith Nowack, AtlanticSteel Corporation

Antonio Rodriguez,Department of the Navy

Dan Sage, PublicService Commission

Don Walker, ToshibaUSA

AcknowledgmentsWe thank the following people for their

contributions to this book.


Table of Contents

Introduction..............................................1

Chapter 1: Preparing to Be an EffectiveTeam MemberPersonal Skills Checklist ...........................6

You and Your Team....................................7

Taking Responsibility .................................8

Following Through on Commitments .....................................10

Contributing to Discussions .....................12

Listening to Understand...........................15

Getting Your Message AcrossClearly .....................................................19

Giving Useful Feedback ..........................21


Action Tips ...............................................28

Mike Adams, OprylandUSA

Carol Anderson, ParkNicollet Medical Center

Davis Balestracci, ParkNicollet Medical Center

Daniel Brown, BuschEntertainment Corp.

Elaine Engelke, PublicService Commission

Bob Faneuff, Air ForceQuality Institute

Bill Farrell, Army & AirForce Exchange

Paul Grunzke, AirForce Quality Institute

Kathleen Holm, LandO’Lakes

Brian Joiner, JoinerAssociates Inc.

Kevin Kelleher, OrielIncoporated

Donna Koenig, LandO’Lakes

Robyn Kuttler, InovaHealth Systems

John Lowe, Sea Worldof Ohio

Kimberly Maginnis,Urgent Medical Care

Ralph Miller, S&BEngineering

Keith Nowack, AtlanticSteel Corporation

Antonio Rodriguez,Department of the Navy

Dan Sage, PublicService Commission

Don Walker, ToshibaUSA

AcknowledgmentsWe thank the following people for their

contributions to this book.


Implementing Changes..........................100

Checking Results and Progress ............103

Keeping Records and Documentation...108

Action Tips .............................................110

Chapter 4: Knowing When and How to EndClosure Checklist ...................................112

When It’s Time to End............................113

Knowing You Have Achieved Your Purpose .........................................114

Maintaining the Gains ............................116

Completing Your Documentation ...........120

Evaluating Your Team’s Work ................124

Sharing Results .....................................126

Recognition and Celebration .................132

Action Tips .............................................134

Chapter 2: Getting a Good StartStart-Up Checklist....................................30

Keys to Getting a Good Start...................31

Agreeing on a Team Purpose ..................32

Identifying Stakeholders ..........................37

Identifying Limits and Expectations .........44

Defining Team Roles ...............................48

Agreeing on Ground Rules ......................53

Arranging Logistics ..................................58

Action Tips ...............................................60

Chapter 3: Getting Work Done in TeamsTeam Work Methods Checklist ................62

Working in Teams ....................................63

Creating Work Plans ...............................64

Having Productive Meetings....................71

Using Data...............................................87

Making Good Decisions...........................92

Evaluating Potential Solutions .................96


Implementing Changes..........................100

Checking Results and Progress ............103

Keeping Records and Documentation...108

Action Tips .............................................110

Chapter 4: Knowing When and How to EndClosure Checklist ...................................112

When It’s Time to End............................113

Knowing You Have Achieved Your Purpose .........................................114

Maintaining the Gains ............................116

Completing Your Documentation ...........120

Evaluating Your Team’s Work ................124

Sharing Results .....................................126

Recognition and Celebration .................132

Action Tips .............................................134

Chapter 2: Getting a Good StartStart-Up Checklist....................................30

Keys to Getting a Good Start...................31

Agreeing on a Team Purpose ..................32

Identifying Stakeholders ..........................37

Identifying Limits and Expectations .........44

Defining Team Roles ...............................48

Agreeing on Ground Rules ......................53

Arranging Logistics ..................................58

Action Tips ...............................................60

Chapter 3: Getting Work Done in TeamsTeam Work Methods Checklist ................62

Working in Teams ....................................63

Creating Work Plans ...............................64

Having Productive Meetings....................71

Using Data...............................................87

Making Good Decisions...........................92

Evaluating Potential Solutions .................96


INTRODUCTION

Being part of a teamBy becoming part of a team, you have a chanceto help your organization tap into a tremendousreservoir of talent, knowledge, and creativity…YOU! You also have a chance to take advantageof a great learning opportunity.

• You can learn more about your job and thepeople you work with, as well as yourorganization and its customers.

• You also have a chance to learn and practiceuseful work skills.

But working on a team also has challenges.

• For one thing, teams are often broughttogether to deal with complex or long-standing business problems. So the work itselfmay not be easy. Periods of rapid progresswill likely alternate with periods of frustratingsetbacks.

• In addition, coordinating the efforts,schedules, and interests of many people is notsimple.

Chapter 5: Problems Within the TeamChecklist of Common Problems ............136

Team Problems in a Context .................137

Handling Conflict and Disagreement .....138

Dealing With Power and Authority .........144

Dealing With Overbearing Experts ........146

Lack of Focus ........................................149

Too Much Agreement.............................154

Uneven Participation .............................156

Lack of Follow-Through .........................158

Action Tips .............................................160

Index .....................................................161


INTRODUCTION

Being part of a teamBy becoming part of a team, you have a chanceto help your organization tap into a tremendousreservoir of talent, knowledge, and creativity…YOU! You also have a chance to take advantageof a great learning opportunity.

• You can learn more about your job and thepeople you work with, as well as yourorganization and its customers.

• You also have a chance to learn and practiceuseful work skills.

But working on a team also has challenges.

• For one thing, teams are often broughttogether to deal with complex or long-standing business problems. So the work itselfmay not be easy. Periods of rapid progresswill likely alternate with periods of frustratingsetbacks.

• In addition, coordinating the efforts,schedules, and interests of many people is notsimple.

Chapter 5: Problems Within the TeamChecklist of Common Problems ............136

Team Problems in a Context .................137

Handling Conflict and Disagreement .....138

Dealing With Power and Authority .........144

Dealing With Overbearing Experts ........146

Lack of Focus ........................................149

Too Much Agreement.............................154

Uneven Participation .............................156

Lack of Follow-Through .........................158

Action Tips .............................................160

Index .....................................................161


Introduction 32 Introduction

consciously deciding how they want to work.This chapter pulls together key issues thatteams should work on right up front.

• Doing work as a team (Chapter 3, pp. 61-110)Many of the basic work skills you alreadyhave are useful for working on a team as well.This chapter provides reminders on how touse those skills when working with otherpeople.

• Knowing when and how to end (Chapter 4,pp. 111-134)It is easy for team members to get so wrappedup in a particular effort that they ignore thesignals that indicate it is time to stop andmove on to something else. This chapterreviews steps the team can take to endsuccessfully.

• Problems within the team (Chapter 5,pp. 135-160)All teams run into problems now and then.There are times when people get along andwork flows smoothly, and times when peopleargue and progress stops. Learning how towork through the problem times is critical forhaving an effective team. While some teamproblems are quite serious and require help

• While some people work on teams full time,most have to juggle team work with theirongoing job responsibilities.

• Though it is exciting to be with people whohave different ideas and perspectives, it canalso lead to conflict and frustration.

The Team Memory Jogger™ can help you takeadvantage of the rewards offered by teammembership and work through the challenges.

How this book can help

This book contains guidelines that can increaseyour chances of having a good team experience.It is intended to serve as a quick reminder ofthings you have already learned through trainingor experience on the job. The topics are:

• Preparing to be an effective team member(Chapter 1, pp. 5-28)A team can only be as effective as itsindividual members. This chapter covers basicskills that can help you contribute to yourteam.

• Getting a good start (Chapter 2, pp. 29-60)Many teams get well into an effort withoutfully understanding why they exist or


Introduction 32 Introduction

consciously deciding how they want to work.This chapter pulls together key issues thatteams should work on right up front.

• Doing work as a team (Chapter 3, pp. 61-110)Many of the basic work skills you alreadyhave are useful for working on a team as well.This chapter provides reminders on how touse those skills when working with otherpeople.

• Knowing when and how to end (Chapter 4,pp. 111-134)It is easy for team members to get so wrappedup in a particular effort that they ignore thesignals that indicate it is time to stop andmove on to something else. This chapterreviews steps the team can take to endsuccessfully.

• Problems within the team (Chapter 5,pp. 135-160)All teams run into problems now and then.There are times when people get along andwork flows smoothly, and times when peopleargue and progress stops. Learning how towork through the problem times is critical forhaving an effective team. While some teamproblems are quite serious and require help

• While some people work on teams full time,most have to juggle team work with theirongoing job responsibilities.

• Though it is exciting to be with people whohave different ideas and perspectives, it canalso lead to conflict and frustration.

The Team Memory Jogger™ can help you takeadvantage of the rewards offered by teammembership and work through the challenges.

How this book can help

This book contains guidelines that can increaseyour chances of having a good team experience.It is intended to serve as a quick reminder ofthings you have already learned through trainingor experience on the job. The topics are:

• Preparing to be an effective team member(Chapter 1, pp. 5-28)A team can only be as effective as itsindividual members. This chapter covers basicskills that can help you contribute to yourteam.

• Getting a good start (Chapter 2, pp. 29-60)Many teams get well into an effort withoutfully understanding why they exist or


4 Introduction

CHAPTER 1

PREPARING TO BE ANEFFECTIVE TEAM MEMBER

Quick Finder

Personal Skills Checklist ...........................6

You and Your Team....................................7

Responsibility ............................................8

Commitments ..........................................10

Discussions .............................................12

Listening ..................................................15

Communicating Messages ......................19

Giving Feedback......................................21


Action Tips ...............................................28

from outside experts, there are steps that teammembers can take to help their teams. Thischapter provides troubleshooting tips on howto work through team problems

Who is this book for?

This book is targeted at team members—thepeople who carry out the work of the team. Eachtopic is examined from the viewpoint of what ateam member can do, not what the team leader ora manager should do. The basic information hereis relevant to all kinds of teams—project teams,process improvement teams, self-directed orintact work teams, task forces, and so on.

How to use this book

• If you have a specific topic you’re interestedin, check the Index or Table of Contents.

• To get an overview of what’s in each chapter,go to the chapter title pages (they all have ablue edge). Turn the page and you’ll see achecklist to help you determine which topicmight be useful to you.


4 Introduction

CHAPTER 1

PREPARING TO BE ANEFFECTIVE TEAM MEMBER

Quick Finder

Personal Skills Checklist ...........................6

You and Your Team....................................7

Responsibility ............................................8

Commitments ..........................................10

Discussions .............................................12

Listening ..................................................15

Communicating Messages ......................19

Giving Feedback......................................21


Action Tips ...............................................28

from outside experts, there are steps that teammembers can take to help their teams. Thischapter provides troubleshooting tips on howto work through team problems

Who is this book for?

This book is targeted at team members—thepeople who carry out the work of the team. Eachtopic is examined from the viewpoint of what ateam member can do, not what the team leader ora manager should do. The basic information hereis relevant to all kinds of teams—project teams,process improvement teams, self-directed orintact work teams, task forces, and so on.

How to use this book

• If you have a specific topic you’re interestedin, check the Index or Table of Contents.

• To get an overview of what’s in each chapter,go to the chapter title pages (they all have ablue edge). Turn the page and you’ll see achecklist to help you determine which topicmight be useful to you.


Personal Skills ChecklistWorking as part of a team is different than doing ajob by yourself. It requires specific skills, many ofwhich you may already have. Take a minute to askyourself how ready you are to be part of a team.

© 1995 GOAL/QPC, Oriel Incorporated

6 Preparing to Be an Effective Team Member© 1995 GOAL/QPC, Oriel Incorporated

Preparing to Be an Effective Team Member 7

You and Your Team

Much of this book talks about things that youand your teammates have to work on together—like creating plans, making changes, solvingproblems.

But the real foundation of a strong team is strongmembers: People committed to making the teama success. People who know how to get theirideas across. People who can listen to others andwho are open to new ideas. People who arewilling to expose and deal with problems ratherthan hide them under the rug.

Nobody reaches this stage overnight. And no oneever does all these things all the time. But withpractice, we can all become more effective teammembers.

Tips on using this chapter• Review the checklist on the previous page and

evaluate how well you practice these skills.

• Read about the areas you’d like to improve.

• Later on, skim through this chapterperiodically to remind yourself of key points.

Rar

ely

Som

etim

esO

ften

Take responsibility for thesuccess of the team (p. 8)

❍ ❍ ❍

Follow through oncommitments (p.10)

❍ ❍ ❍

Actively listen to others (p. 15)

❍ ❍ ❍

Get your message acrossclearly (p. 19)

❍ ❍ ❍

Give useful feedback(p. 21)

❍ ❍ ❍

Accept feedback easily (p. 26)

❍ ❍ ❍

For example,how often do you…

Contribute to discussions (p. 12)

❍ ❍ ❍


Personal Skills ChecklistWorking as part of a team is different than doing ajob by yourself. It requires specific skills, many ofwhich you may already have. Take a minute to askyourself how ready you are to be part of a team.

© 1995 GOAL/QPC, Oriel Incorporated

6 Preparing to Be an Effective Team Member© 1995 GOAL/QPC, Oriel Incorporated

Preparing to Be an Effective Team Member 7

You and Your Team

Much of this book talks about things that youand your teammates have to work on together—like creating plans, making changes, solvingproblems.

But the real foundation of a strong team is strongmembers: People committed to making the teama success. People who know how to get theirideas across. People who can listen to others andwho are open to new ideas. People who arewilling to expose and deal with problems ratherthan hide them under the rug.

Nobody reaches this stage overnight. And no oneever does all these things all the time. But withpractice, we can all become more effective teammembers.

Tips on using this chapter• Review the checklist on the previous page and

evaluate how well you practice these skills.

• Read about the areas you’d like to improve.

• Later on, skim through this chapterperiodically to remind yourself of key points.

Rar

ely

Som

etim

esO

ften

Take responsibility for thesuccess of the team (p. 8)

❍ ❍ ❍

Follow through oncommitments (p.10)

❍ ❍ ❍

Actively listen to others (p. 15)

❍ ❍ ❍

Get your message acrossclearly (p. 19)

❍ ❍ ❍

Give useful feedback(p. 21)

❍ ❍ ❍

Accept feedback easily (p. 26)

❍ ❍ ❍

For example,how often do you…

Contribute to discussions (p. 12)

❍ ❍ ❍


© 1995 GOAL/QPC, Oriel Incorporated© 1995 GOAL/QPC, Oriel Incorporated

Preparing to Be an Effective Team Member 98 Preparing to Be an Effective Team Member

What you can do• Commit yourself to being part of the

team’s success

– Focus on the team’s purpose.

– Help the team get its work done.

– Speak out when you think the team isgoing in a wrong direction.

– Remember that you are workingwith other people, not against them.

• Help your team build a commonunderstanding of the issues it faces

– Speak up when you have ideas to share.

– Listen to others and let them influenceyou; build on ideas already offered.

– Express your support of others’ ideas.

• Be responsible for what you say and do

– Keep your commitments to the team. (Seep. 10)

– Be aware of how your words and actionsaffect your team. (See pp. 12 and 21)

Taking Responsibility

Why it’s importantOne of the key things to share on a team is theresponsibility for making it a success. Having allteam members be responsible is importantbecause…

• Teams often get involved in work that isimportant to the organization’s businesssuccess.

• Doing this work well requires thecommitment and dedication of all teammembers.

• Each team member has a unique perspectiveto offer.

– Often the best ideas are left unsaid. Yourideas may be critical to helping the teamfind a workable solution.




What you can do• Commit yourself to being part of the

team’s success

– Focus on the team’s purpose.

– Help the team get its work done.

– Speak out when you think the team isgoing in a wrong direction.

– Remember that you are workingwith other people, not against them.

• Help your team build a commonunderstanding of the issues it faces

– Speak up when you have ideas to share.

– Listen to others and let them influenceyou; build on ideas already offered.

– Express your support of others’ ideas.

• Be responsible for what you say and do

– Keep your commitments to the team. (Seep. 10)

– Be aware of how your words and actionsaffect your team. (See pp. 12 and 21)

Taking Responsibility

Why it’s importantOne of the key things to share on a team is theresponsibility for making it a success. Having allteam members be responsible is importantbecause…

• Teams often get involved in work that isimportant to the organization’s businesssuccess.

• Doing this work well requires thecommitment and dedication of all teammembers.

• Each team member has a unique perspectiveto offer.

– Often the best ideas are left unsaid. Yourideas may be critical to helping the teamfind a workable solution.


Following Through on Commitments

Why it’s importantOther team members depend on you to get yourwork done so they can get their work done.Completing assignments on time helps your teammake progress and maintain momentum.

➤ TIP Ask your teammates, team leader, ormanager for help if you have trouble followingthrough on commitments. See if your workloadcan be temporarily adjusted or if others couldhelp you complete specific tasks.



What you can do• Make your best effort to keep your

commitments

– Find some way to remind yourself ofdeadlines and commitments. For example,make notes in a calendar or carry a smallpocket-sized notebook.

– If you cannot follow through on aparticular task, let people know as soon aspossible so other arrangements can bemade.

• Consider your current commitments andpriorities before agreeing to take on morework

– Discuss your priorities with yoursupervisor, manager, or team leader.

– Though it can be hard to do, saying “no”is more helpful to the team than promisingto do something you cannot do.


Following Through on Commitments

Why it’s importantOther team members depend on you to get yourwork done so they can get their work done.Completing assignments on time helps your teammake progress and maintain momentum.

➤ TIP Ask your teammates, team leader, ormanager for help if you have trouble followingthrough on commitments. See if your workloadcan be temporarily adjusted or if others couldhelp you complete specific tasks.



What you can do• Make your best effort to keep your

commitments

– Find some way to remind yourself ofdeadlines and commitments. For example,make notes in a calendar or carry a smallpocket-sized notebook.

– If you cannot follow through on aparticular task, let people know as soon aspossible so other arrangements can bemade.

• Consider your current commitments andpriorities before agreeing to take on morework

– Discuss your priorities with yoursupervisor, manager, or team leader.

– Though it can be hard to do, saying “no”is more helpful to the team than promisingto do something you cannot do.



Getting Work Done in Teams 103102 Getting Work Done in Teams

Checking Results and Progress

Why it’s important to your teamMany teams fall into a trap of making changesand assuming they will get the results theywanted. Effective teams, however, know that it’scritical to monitor results, check progress, andmodify the changes as needed.

What you can do• Before the change, help your team

understand the current situation

– What happens now in the workplace?Volunteer to help collect data or otherinformation.

• Help to identify “measures of progress”

– What will be different if the change hasthe desired effect? (See p. 105)

• After the changes, help your team collectnew data

– Prepare “before” and “after” chartsdisplaying the results. (See p. 106)

Example of a method for making changes • Develop a plan. (See p. 64)

– Be sure to identify ways you will know ifthe change is working.

• Try the change on a small scale.

– Look for ways to test the change with onlya few people or in a small part of the workarea.

– Carry out the change and check to see if itworked.

– Identify ways to improve the change.

• Implement the changes full-scale.

– Document how the new or updatedprocedures should work.

– Train everyone in the new procedures.

• Periodically check on how well things areworking. (See p. 103)

➤ TIP Much of the time, you will get someresistance to the changes your team wants tomake. Involving other people in planning andimplementing these changes can greatlyreduce resistance.



Getting Work Done in Teams 105104 Getting Work Done in Teams

Examples of measuresThe key to identifying measures of progress is tothink about how you will know if your purpose isbeing achieved. For instance, what will be…

– different? – improved?

– increased? – reduced?

– eliminated?

Here are a few specific examples of what youcould measure:

– Number of hours to produce a specificdocument

– Number of days in the hospital aftersurgery

– Reasons for phone calls to the customersupport line

– Number of defects per thousand pieces amachine produces

– Percent reduction in time to complete aprocess

– Percent increase in equipment uptime

➤ TIP Review your team’s purpose statement.It should give you clues on what to measure.

Examples of ways to check progressThe next few pages describe some helpfultechniques for checking progress.

• First, identify measures of progress. (See p.105)

• Create simple displays of “before” and“after” data. (See p. 106)

• Track results by adding an extra column toyour planning grid (discussed earlier in thechapter, p. 68), or create a new check form.(See p. 107)

