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Leading Lean - The Human Side of Six Sigma

The viability of a Lean Manufacturing or Six Sigma approach depends on the motivation of employees to do things in new ways, using new procedures. That motivation derives from a sense of job "ownership" and pride; in other words, it derives from empowerment. When implemented correctly, using powerful statistical tools and methodologies combined with the appropriate leadership and workforce skills, Lean Manufacturing or Six Sigma can have a tremendous positive impact on the organization's culture, driving gains in employee satisfaction, productivity, customer satisfaction, and profitability. Leaders need to be able to: empower and motivate employees to do things in new ways., coach and develop employees to ensure they have the skills to match the degree of empowerment entrusted to them, drive change and inspire commitment to it, support and encourage teams' efforts to work with internal and external partners to achieve shared goals, align goals and accountabilities, transfer responsibility and authority to others, and appropriately recognize achievements, lead effective meetings that allow their teams to function efficiently and make good decisions, evaluate the situation, identify the most workable and expedient course of action, and then act quickly.

Leading Lean Checklist

Must complete all of these classes.

q	LD110-Essentials of Leadership
q	LD101-Building Winning Partnerships
q	LD104-Reviewing Performance Partnerships
q	LD105-Setting Performance Expectations
q	LD107-Coaching for Success
q	LD109-Developing Others
q	LD111-Leading Change
q	LD112-Leading High Performance Teams
q	LD114-Influential Leadership
q	LD115-Motivating Others
q	LD116-Rapid Decision Making
q	WD102-Contributing to Meeting Success

Contact Information:
Business & Technology Center
State Fair Community College
3201 W. 16th Street
660/530-5810
660/530-5855 Fax
custtrng@sfccmo.edu                                                                 Last Updated: June 17, 2008