Force Field Analysis

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Del curso dictado por University System of Georgia

Six Sigma and the Organization (Advanced)

267 calificaciones

University System of Georgia

Six Sigma and the Organization (Advanced)

267 calificaciones

Curso 1 de 4 en SpecializationSix Sigma Green Belt

This course is for you if you are looking to dive deeper into Six Sigma or strengthen and expand your knowledge of the basic components of green belt level of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes and performance. This course will introduce you to the purpose of Six Sigma and its value to an organization. You will learn about the basic principles of Six Sigma and Lean. Your instructors will introduce you to, and have you apply, some of the tools and metrics that are critical components of Six Sigma. This course will provide you with the basic knowledge of the principles, roles, and responsibilities of Six Sigma and Lean. Every module will include readings, videos, and a quiz to help make sure you understand the material and concepts that are studied. You will also have the opportunity to participate in discussions and peer review exercises to give you the opportunity to apply the material to your daily life. Registration includes online access to course content, projects, and resources but does not include the companion text The Certified Six Sigma Green Belt Handbook (2nd edition). The companion text is NOT required to complete the assignments. However, the text is a recognized handbook used by professionals in the field. Also, it is a highly-recommended text for those wishing to move forward in Six Sigma and eventually gain certification from professional agencies such as American Society for Quality (ASQ).

De la lección

Management and Planning Tools & Business Results for Projects

In this module, Dr. Bill Bailey will introduce you to management planning tools and business results for projects. This module also begins with a Yellow Belt Refresher Area, since some learners may have entered this course without having taken the previous yellow belt material. This refresher area does not serve as a "replacement" for taking the yellow belt material. It is only a "patch" for those who already have some knowledge of six sigma, but find the yellow belt specialization to be too introductory for their current situation. If you find yourself struggling with the green belt material in this course, it is highly recommended that you travel through the yellow belt specialization before attempting the green belt content.

Yellow Belt Refresher Areas Explained1:26

Cause and Effect Diagrams7:21

Checksheets4:46

Flow Charts and Process Mapping6:09

Defects Per Unit / Defects Per Million Opportnities5:55

Roll Throughput Yield4:20

Affinity Diagram0:59

Activity Network Diagram0:55

Multivoting0:49

Nominal Group Technique0:45

Force Field Analysis4:07

Prioritization Matrices7:08

Tree Diagrams1:14

Control Charts - pt14:02

Control Charts - pt24:00

Conoce a los instructores

David Cook, PhD
Assistant Professor of Mechanical Engineering Technology
Department of Mechanical Engineering Technology
Bill Bailey, PhD
Assistant Professor of Industrial Engineering
Department of Systems and Industrial Engineering

Force Field Analysis is a team tool with lots of applications including root cause.

This is another structured brainstorming tool.

A Force Field Analysis seeks to identify forces that will

help you accomplish what you want and those that might work against you.

If you can identify the driving forces that will help your team accomplish their goal,

you might be able to leverage those forces.

If you can identify forces working against what you want to accomplish,

you may be able to minimize or mitigate them.

At the very least,

this information will help you to understand the problem better.

A common way to do this is to use a flip chart or a white board,

draw a large T-shape and label the two sides as shown here.

It's good to pair driving and restraining forces but it's not always possible.

Sometimes, your team might also identify

forces that seem to belong on both sides of the chart.

Let's say that you're leading a team that has the task of implementing

a process change or even a process improvement initiative.

You might brainstorm the forces that will help you succeed,

and those that might work against you.

The team will probably come up with many more than are shown here,

but as an example,

there may be a strong desire to improve

customer satisfaction but you may have employees or managers who are resistant.

Perhaps you have a particular manager who is supportive and wants the team to succeed,

but there may be others who feel differently.

Some employees may be eager to be involved and to help make things better,

but they also face the pressure of the production schedule.

Employees may have lots of good ideas,

but do they have the resources to implement them?

When you've identified these for and against forces,

you may be able to come up with ways to use the strong driving forces to help you,

and you may be able to head off or minimize some of the restraining forces.

You might use Force Field Analysis to identify

root causes of something like late customer orders.

The idea is that for large problems like this,

there are a number of forces that combine to produce the current situation.

If we can identify them we might be able to address the causes.

What if we have this problem with late customer orders and we want to fix that?

There are a lot of things that could cause this problem.

These are just a few.

Management's desire for getting rid of late customer orders is certainly a driving force.

Lack of capacity to do all of the work that

the organization has committed to may be a restraining force.

Employees usually want to do a good job and may be willing to do what is

necessary but perhaps management is not authorizing overtime.

Maybe poor quality is working against us as we have to

rework product or rerun some orders causing us to be late.

But we have also just begun process improvements,

so maybe we can leverage that effort to help solve the problem.

Another restraining force may be a bottleneck in the process.

Perhaps we can alleviate this bottleneck if

our employees are flexible and willing to stagger breaks and lunch.

These were just a couple of examples of the use of the Force Field Analysis.

It's usually done by a team to help them to understand a large project or problem.

Part of the attraction of this tool is it is so simple and easy to use.

All you need is a marker and a flip chart or a white board,

and a team with ideas.

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