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all her department s problems. In retrospect, this sounded less like a show of faith and more like resentment with a bit
of fear underneath. After all, shouldn t a department run by a former quality expert have solved its own quality
problems already?
Armed with this new perspective on the situation with Jane, Todd and the team were able to create a stakeholder
plan that incorporated a targeted influence strategy and set of tactics. Finally they began to make some progress on
getting the latest data.
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Chapter 17: Sample Plans for
Getting Buy-in
The Scenario:
Overview
Jasmine Doe is the CEO of a mid-sized company that manufactures state-of-the-art components for the video editing
industry. The company has had a Six Sigma program for just over a year, and the team that worked on the New
Product to Market project was wildly successful, even getting some press for their efforts.
With the significant reduction in the time it took to develop the last new product, it became obvious that the new
product marketing cycle couldn t keep up. There is a lot of energy in the company to launch a new Six Sigma team to
improve the marketing process.
Even with less than adequate marketing, the new product is selling better than expected. Jasmine has been doing a
great deal of personal promotion with customers. Discus-sions keep getting sidetracked, however, by complaints
about the company s billing system. Invoices arrive late, are hard to understand, and have errors, and no one at the
home office seems to have any answers when the customers complain. Jasmine has decided to launch a Six Sigma
team to improve the billing process before or maybe at the same time as the marketing improvement process. She s
not really sure the billing project is worth the effort of a Six Sigma team, but she s had it with listening to complaints.
Jasmine called a meeting with Art Lee, the manager of the billing department, and William Boyd, VP of MIS. Art
agreed that the project would be a good idea, mainly because it would make the clerks in his department happy to be
on a Six Sigma project. He was, however, a bit annoyed that it took so long to get Six Sigma resources for his
department. He even went so far as to imply that Jasmine helped cause the billing problem by withholding resources
in spite of his repeated requests. Things got a little tense at this point of the meeting.
Bill Boyd said he thought the marketing project was a lot more important to the company. (Jasmine secretly agrees,
as this is where her interests and skills lie, but part of her recognizes the need to deal with the invoicing issues.) And
he felt a bit defensive, since he helped create the original billing process. But Bill reluctantly agreed to let the majority
rule, as long as nobody tried to tell him how to run MIS (like that Black Belt working on the new product
development cycle did last year).
As a result of the discussion at the meeting, Jasmine has assigned a Black Belt, Thomas, to the Billing Improvement
project. Following are sample plans for getting buy-in on a Six Sigma project to improve billing processes. We ve
included a plan for Thomas and the project team to use to:
"
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Get buy-in from senior management (J. Doe, CEO)
"
Get buy-in from middle management (W. Boyd, MIS VP)
"
Get buy-in from line workers (Billing Department clerks)
Sample Project Stakeholder Identification Worksheet with Map
Sample Senior Management Stakeholder Analysis
Tool 17-1.
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Sample Senior Management Stakeholder Plan
Tool 17-2.
Sample Middle Management Stakeholder Analysis
Tool 17-3.
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Sample Middle Management Stakeholder Plan
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Tool 17-4.
Sample Line Worker Stakeholder Analysis
Tool 17-5.
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