Sign Up For Our Newsletter!

February 2, 2012

Coaching To Accelerate Improvement Projects

By ayanez February 2, 2012

There are several elements that can affect the time to complete an Improvement Project (IP). The following is a partial list than can influence the time to finish a project:

  • Project selection that is relevant and linked to corporate goals
  • Type of project (e.g., Kaizen, Lean, Six Sigma or Design for Lean Six Sigma (DFLSS))
  • Scope of project
  • Project financial impact
  • Ease of implementation
  • Roles & Responsibilities of Stakeholders
  • Project sponsor support or engagement
  • Training
  • Coaching Green (GB) or Black Belts (BB) candidates
Coach Fitz

Image via Flickr

As GB/BB concludes their training, they are assigned an IP that they would facilitate and take to fruition. Some belts think that Lean Six-Sigma (LSS) is about using as many tools as possible for each phase of the DMAIC methodology. This is where the coach can provide feedback on what tools make sense to use and provide a direction on the next steps.

The coach can also lead the facilitations of the first kaizen events and have the belts participate on the event, and learn from it, so that they can lead such event.

The coach does not need to be an expert on the process but needs to have a vast experience on the DMAIC or DFLSS methodology. The coaching sessions should not be prescriptive, meaning guiding the belt step by step, but rather should be treated like a sounding board where the belt can bounce ideas.

Coaching should take place on a biweekly basis and should last for about one hour. The coaching is more efficient if the belt provide information before each coaching session.

The bottom line is not to overlook coaching sessions.

Do you use coaching in your company? Have you seen a difference in the impact of project completed?

site by Isphere