Some think that they know, therefore, are permitted to design someone...

Dorina Grossu 1. Top-Down vs. Collaborative Problem Solving

In Lean Six Sigma, improvements often fail when leaders or consultants assume they “know” the solution and impose it on others.

Example: A Six Sigma Black Belt designs a new workflow for a manufacturing line without consulting the operators. Even if the design looks efficient on paper, operators may struggle with it in practice. The result is resistance and poor implementation.

Lesson: Lean Six Sigma stresses Gemba walks (“go to the place”) —... Show more 2 days ago

1. Top-Down vs. Collaborative Problem Solving

In Lean Six Sigma, improvements often fail when leaders or consultants assume they “know” the solution and impose it on others.

Example: A Six Sigma Black Belt designs a new workflow for a manufacturing line without consulting the operators. Even if the design looks efficient on paper, operators may struggle with it in practice. The result is resistance and poor implementation.

Lesson: Lean Six Sigma stresses Gemba walks (“go to the place”) — leaders must observe and listen to those who actually perform the work.

2. Respect for People

Lean thinking is built on respect for people. Designing someone else’s path without their input violates this principle.

Example: A hospital administrator sets new patient check-in procedures without involving nurses or clerks. Staff frustration increases, and errors happen more often.

Lesson: The people closest to the process are experts in it. Their knowledge must guide the improvement path.

3. Data vs. Assumptions

Six Sigma emphasizes data-driven decision-making. “Thinking you know” often means relying on assumptions, not facts.

Example: A manager assumes machine downtime is caused by operator mistakes and launches extra training. But data shows the real problem is preventive maintenance not being performed.

Lesson: Always collect and analyze data before designing improvements.

4. Shared Ownership of the Path

Lean Six Sigma projects succeed when the team designs the path together — not when one person dictates it.

Example: During a DMAIC project (Define, Measure, Analyze, Improve, Control), team members from engineering, quality, and production co-create solutions. This leads to higher acceptance and sustainable change.

Lesson: Involving employees ensures solutions are realistic, adopted, and continuously improved.

✅ Summary in Lean Six Sigma terms:
The statement reminds us that process improvements cannot be dictated based on assumptions or authority. In Lean Six Sigma, improvement is collaborative, data-driven, and respectful of those who live the process daily. Designing “someone else’s path” without their input often leads to failure.

Dorina Grossu 1. Top-Down vs. Collaborative Problem Solving

In Lean Six Sigma, improvements often fail when leaders or consultants assume they “know” the solution and impose it on others.

Example: A Six Sigma Black Belt designs a new workflow for a manufacturing line without consulting the operators. Even if the design looks efficient on paper, operators may struggle with it in practice. The result is resistance and poor implementation.

Lesson: Lean Six Sigma stresses Gemba walks (“go to the place”) —... Show more 2 days ago

1. Top-Down vs. Collaborative Problem Solving

In Lean Six Sigma, improvements often fail when leaders or consultants assume they “know” the solution and impose it on others.

Example: A Six Sigma Black Belt designs a new workflow for a manufacturing line without consulting the operators. Even if the design looks efficient on paper, operators may struggle with it in practice. The result is resistance and poor implementation.

Lesson: Lean Six Sigma stresses Gemba walks (“go to the place”) — leaders must observe and listen to those who actually perform the work.

2. Respect for People

Lean thinking is built on respect for people. Designing someone else’s path without their input violates this principle.

Example: A hospital administrator sets new patient check-in procedures without involving nurses or clerks. Staff frustration increases, and errors happen more often.

Lesson: The people closest to the process are experts in it. Their knowledge must guide the improvement path.

3. Data vs. Assumptions

Six Sigma emphasizes data-driven decision-making. “Thinking you know” often means relying on assumptions, not facts.

Example: A manager assumes machine downtime is caused by operator mistakes and launches extra training. But data shows the real problem is preventive maintenance not being performed.

Lesson: Always collect and analyze data before designing improvements.

4. Shared Ownership of the Path

Lean Six Sigma projects succeed when the team designs the path together — not when one person dictates it.

Example: During a DMAIC project (Define, Measure, Analyze, Improve, Control), team members from engineering, quality, and production co-create solutions. This leads to higher acceptance and sustainable change.

Lesson: Involving employees ensures solutions are realistic, adopted, and continuously improved.

✅ Summary in Lean Six Sigma terms:
The statement reminds us that process improvements cannot be dictated based on assumptions or authority. In Lean Six Sigma, improvement is collaborative, data-driven, and respectful of those who live the process daily. Designing “someone else’s path” without their input often leads to failure.

Dorina Grossu Classroom Exercise: “The Path Designer”
Objective

Students will learn why collaboration, respect, and data matter when improving processes — and why simply “thinking you know” can lead to poor results.

Step 1: Divide the Class

Split into two groups:

Designers (managers/consultants)

Performers (employees/operators who actually do the task)

Step 2: Task Without Collaboration

Give the “Designers” a simple process to improve on paper, such as:

Making a paper airplane.

Sorting cards into... Show more 2 days ago

Classroom Exercise: “The Path Designer”
Objective

Students will learn why collaboration, respect, and data matter when improving processes — and why simply “thinking you know” can lead to poor results.

Step 1: Divide the Class

Split into two groups:

Designers (managers/consultants)

Performers (employees/operators who actually do the task)

Step 2: Task Without Collaboration

Give the “Designers” a simple process to improve on paper, such as:

Making a paper airplane.

Sorting cards into categories.

Building a Lego structure.

The Designers write new instructions for the task, without asking the Performers for input.

The Performers then try to follow these instructions under time pressure.

💡 What usually happens? Mistakes, frustration, inefficiency — the Performers know a better way, but were not consulted.

Step 3: Redesign With Lean Six Sigma

Now, run the same process again, but this time:

Designers and Performers work together.

They observe the current process (Measure).

They analyze problems (bottlenecks, waste).

Together they co-create improvements.

Performers run the new design.

💡 What usually happens? Better results, smoother flow, and higher satisfaction — because the people who “live the process” shaped the solution.

Step 4: Debrief Discussion

Ask students:

How did it feel when someone else designed your path?

What improved when you collaborated?

How does this reflect Lean Six Sigma principles like Respect for People and Data-driven improvement?

✅ Key Learning Outcome
Students see firsthand that assuming you know best leads to failure, while Lean Six Sigma’s collaborative, evidence-based approach leads to sustainable success.

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