Studium przypadków Lean Six Sigma

Case study #1 Lean Six Sigma Implementation

Investing your people - those with "line of sight responsibilities" - with the right tools is an important part of any quality initiative. But leadership carries its own weighty load of responsibility, claims Bob Galvin, former CEO & Chairman of the Board of Motorola. Listening and Prioritizing are key attributes in helping an initiative stay relevant and alive.

Each of our institutions has its natural culture and character. In Motorola's case, back in the 70's, we had a couple of processes that were adding to our culture and character participative management, quality circles and things of that nature. We were investing, rather liberally, in what ultimately became "Motorola University."

What is the significance of having factors like that at our institution? These are the tools and the mediums by which our people, who have the line of sight responsibility and who know what's right and what's good, augmented their skills so that they, as the root of the institution can bring the real strength to a quality movement. Well, we taught our people particulars, things like mapping the job or the Pareto diagram, etc. But it took the wisdom and the energy of our people to seed what became a quality movement (Six Sigma) in our company.

The leaders have to do, among other things, the important job of role-modeling the act of listening. If there is any skill that I did possess, it was one of listening. I had so much to learn. It was well known in the organization that you could speak up in my presence and that's why one of our officers challenged us one day in 1979 by stating that our quality stunk. From this point on, we started to build on the root factors that I've just described. Gradually we selforganized bits of a quality program until finally a pivotal idea came from one of our engineers who knew he could speak up. He called me one morning and said I'd like to see you. I cleared the afternoon, he came over and explained to me the theory of latent defects the beginning of a statistical system. I didn't understand it enough the first time through, the second day I got it better. My associates caught on right away. And then they were able to weave these very salient ideas of Bill Smith into what ultimately became known as Six Sigma.

The role of leaders is to provide our wonderful associates, who are in the line of sight responsibilities, an opportunity to bring to the table solutions to day-to-day and long-term issues. And then, if we listen, we can add our leverage. I think I did contribute one significant thing to our quality program and each of us has to contribute to quality. I became impatient with the fact that my senior associates, who were doing a remarkable job as fine general managers, were focused all too much on budgets, forecast, etc. These are essential. But quality was not being given the same amount of attention and finally I became very impatient with that fact. Quality deserved equal status. So, I proclaimed to our President and our Executive Vice President that from that point forward, quality would be the first subject on every agenda. At the Board of Directors meeting, the management meeting, the policy meeting, all of the operating meetings, every other meeting in the company, quality was to be the first subject on the agenda. I think that before nightfall, the people in Malaysia had heard that Bob said quality is first on the agenda.

These are all bits and pieces to leadership, but they're very important bits and pieces that we, the leaders, need to nourish and to contribute to. I encourage all to take a renewed and a higher interest in quality processes.

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