Thanks Chief, but you really aren't in charge...The talk that has to happen

Thanks Chief, but you really aren't in charge...The talk that has to happen.

In most organizations there are several layers of decision makers. Each layer has more authority to make decisions than the one before. Military and law enforcement know this to be called, "chain of command."

Several times, I have had a high ranking individual come to me and inquire about starting an improvement project. Sounds simple enough doesn't it? After all, who doesn't want to help someone make a process better? Unfortunately, I am left telling that high ranking person that their authority is too limited for the project to be successful. Being much lower in rank than they are can make this a very intimidating conversation to have, but still very necessary.

When it comes to making improvements, the facilitator has to have total honesty and integrity, which requires being very candid with everyone involved. Without these elements, almost all projects are doomed for failure. As a facilitator, Six Sigma Black Belt, or whatever title you go by in your organization, remember that you work directly for the CEO's best interest. Be careful about getting reeled into the idea that since someone that outranks you wants something done, then you have no choice but to do it. This will eventually lead to your demise and destroy the credibility of your process improvement program.

Speak the truth to all you meet. Let them know who the Champion would be for the improvement they want to make. Have them leave your conversation with the understanding that you will help in any way possible, including setting up a meeting with your agency Champion. Without the Champion's buy in from the inception of the project, you run the risk of failure when new ideas are brought forward that he/she was not ready to pursue. This will in turn tell every member of the improvement team that process improvement doesn't work and was a waste of their time...don't let that happen.

If the Chief, or other high ranking person believes themselves to be the decision maker, take the hard road and inform them why they aren't...your program will thank you.




About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 20 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

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Lean Six Sigma for Law Enforcement

On March 4, 2010, Conversations with American Heroes at the Watering Hole will feature a conversation Sergeant William Wilkerson, Jacksonville Sheriff’s Office on Lean Six Sigma for Law Enforcement.

Program Date: March 4, 2010
Program Time: 1700 Hours Pacific
Topic: Lean Six Sigma for Law Enforcement
Listen Live: http://www.americanheroesradio.com/lean_six_sigma_law_enforcement.html

About the Guest
William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 20 Year veteran with the Florida Air National Guard. He is currently assigned to the Sheriff's Office Continuous Improvement Division along with serving as the Staff Inspections Unit supervisor. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline its processes since 2004, with much success. Billy is a certified “Kaizen” facilitator through the Jacksonville Lean Consortium, and the US Air Force, and has received Lean Six Sigma Green Belt and Black Belt training with the Jacksonville Electric Authority. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement).

According to the Six Sigma Website, “The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects. This is accomplished through the use of two Six Sigma sub-methodologies: DMAIC and DMADV. The Six Sigma DMAIC process (define, measure, analyze, improve, control) is an improvement system for existing processes falling below specification and looking for incremental improvement. The Six Sigma DMADV process (define, measure, analyze, design, verify) is an improvement system used to develop new processes or products at Six Sigma quality levels. It can also be employed if a current process requires more than just incremental improvement. Both Six Sigma processes are executed by Six Sigma Green Belts and Six Sigma Black Belts, and are overseen by Six Sigma Master Black Belts.”

About the Host
Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a Criminal Justice Department chair, faculty advisor and lecturer with the Union Institute and University. He has experience teaching upper division courses in Law Enforcement, public policy, Public Safety Technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in Law Enforcement.

Listen, call, join us at the Watering Hole:
http://www.americanheroesradio.com/lean_six_sigma_law_enforcement.html
Program Contact Information
Lieutenant Raymond E. Foster, LAPD (ret.), MPA
editor@police-writers.com
909.599.7530

Chain of Command and its Effect on Empowering Employees

Chain of Command and its Effect on Empowering Employees


Lean Six Sigma has special challenges in organizations that have a military styled rank structures. I have personally experienced this as a representative of a law enforcement agency and as a military guardsman. Recently, I have had the good fortune of making the acquaintance or Retired Colonel Billy Asbell, former Director for the Air National Guard's Air Force Smart Operations for the 21st Century program (AFSO21). AFSO21 is the Air Force program geared towards Lean Six Sigma, and other continuous improvement methodologies used for years in the public sector. For a more detailed breakdown of the AFSO21 program, this link may prove helpful:

https://acc.dau.mil/CommunityBrowser.aspx?id=140227&lang=en-US

Since getting to get to know Colonel Asbell, I was inclined to draw from his years of experience in the military, coupled with his expertise as Director of the AFSO21 program. He was kind enough to give a response to an email that I sent him regarding rank structure and its effect on empowering employees towards continuous improvement. He graciously allowed me to post that email to this blog. For that I am forever grateful. Leadership such as his is what has made, and continues to make, the United States of America the greatest country in the world. Below are the details of the email, titled:

Chain of Command and its Effect on Empowering Employees

Colonel, as you may know, law enforcement is considered to be "Para-military" in that it has a rank structure, consisting of line personnel, Sergeants, Lieutenants, Assistant Chiefs, Chiefs, Directors, etc. I am curious of what someone with your extensive background in CPI (continuous process improvement) could offer as insight as to how the rank structure effects empowerment of the line officers and middle ranks, and how it relates to CPI. This seems to be a major issue and something that is holding several agencies back from making major leaps forward with its culture change.

Basically, what does an empowered employee look like in a large rank structured organization, how should leaders learn to recognize these traits, and how do we foster that culture to get us out of the "yes man" mentality that the rank structure claims it needs to keep order?

Here is Colonel Asbell's Response:

Billy - you are right - this is a challenge and it takes leadership commitment from the top to make it work.

First you have to get leadership - at all levels - to buy off on the idea that "if they had the answer they would just put it in place - if it is a problem obviously then they don't have the answer so they have to support whatever the subject matter experts come up with..." This is hard but it works. I have seen process owners say this but not do it when the decisions are hard - nothing changes. I have seen ones that mean what they say and hold the team responsible if their solutions don't work to fix them so they will and success goes thru the roof. Here is the approach I take.

1 - when the problem is identified sit down with the process owner and write out a charter for process improvement. You can usually tell in the meeting if they really think it is a problem or if someone told them it was a problem. I normally tell them right then - you have to let the subject matter experts fix this because you don't have the answer - you, as the process owner have to tell them that you don't have the answer and that you will try/accept any solution they provide as long as it does not violate safety and/or cost over x amount of dollars. I state - if you can't do this without reservation then we don't need to address the issue now.

2 - when you have that commitment then I do some awareness training with the supervisors - since I will use the front line workers to change the process - I want the supervisors to understand what is going to happen and how they need to support it. I like to do the airplane exercise with them (sure Linda taught you that) so they can see how things can be broken. It is fun to add some goofy rules to the exercise so they can see the impact of policy.

3 - on the first day of the project - the process owner and any supervisors should all meet with the team members and empower them - I usually draft out key points for them to say. The main ones are 1) you are the experts 2) you know what works 3) this is broken I can't fix it 4) I need solutions from you 5) I will support your solutions as long as they do not violate safety or cost over x dollars. The last statement should be "I expect you to fix this problem."

4 - if you do an RIE the mid week vector check with the process owner should be positive - you need to brief the process owner on the key changes being discussed PRIOR to the meeting and tell them they CANNOT MAKE ANY NEGATIVE COMMENTS - "we can't do that, that is stupid, what are you smoking, etc." All comments should be directed at them being on track or not based on the charter - and discussion of the discussion looks very good.

5 - Out brief - the process owner has to go in with acceptance in mind - they have to say - this looks good - I am behind you getting this done - they should know who the team leader is and turn to them and say - I am holding you accountable for success of this change. It works great when they set a review schedule in the meeting. The process owner needs to say to the team - if your solutions don't work - I want you to continue to work until you fix this - turning back is not an option.

6 - Then there is the follow up - you or whomever is the CPI lead needs to make sure a tracking mechanism is in place so that you leadership champion can hold the process owners accountable for their projects.

Finally, you have to look at the CPI or LSS projects as outside the chain activities - the only command structure is focused on the process owner and up to the champion. Consider it a detail in LEAN terms - these folks have this side detail that reports thru a different chain. It does work.

Hope that helps.

Billy (aka George "Billy" Asbell, Colonel, USAF, Retired)

Colonel Asbell's profile can be found on LinkedIn @ http://www.linkedin.com/in/billyasbell

About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 20 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson  or by email at 7388wtw@gmail.com .