Lean Six Sigma Solutions
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Case study #10 Repairing a Broken Initiative
More Six Sigma initiatives are failing because of a lack of leadership than because of poor strategy or technical inadequacy. To revive a failing initiative, the corporate leaders must pay more attention to the leadership skills of those put in charge of deployment - to how Six Sigma is positioned, and to strategies for obtaining involvement and commitment.
Almost two years into its Six Sigma initiative, MegaCorp International , a Fortune 500 manufacturer with over 10,000 employees, was at a crossroads. The original enthusiasm, fueled by promises of quick gains and spectacular successes, had now dissipated. Where once the best and brightest competed for Six Sigma positions, now trained Black Belts were requesting transfers back to their old jobs. Where the initial projects quickly generated millions of dollars in cost reductions and revenue gains, current projects dragged on endlessly and few achieved significant financial results.
To the executive team, it seemed clear the effort was suffering from a lack of leadership. The VP of operations had placed an energetic young manager, Paul, in the role of leader of the Six Sigma initiative, and she felt it was time to replace Paul.
Right Action,Wrong Reasons
On the positive side, this executive team should be credited with recognizing that leadership was the critical missing factor. It was true that their effort would probably never succeed with Paul in charge. But what the executives didn't recognize was that the failure of leadership wasn't the fault of just one person; it was in large part their own failure:
They had not structured the deployment of Six Sigma correctly. On the one hand, all the executives from the CEO on down believed that Six Sigma needed to be an integral part of the company in order for it to succeed. That's why they had placed it under the VP of operations. But other elements of their deployment plans were inherently flawed from the perspective of integration. For example, the Black Belts, Master Black Belts, and official Six Sigma projects had no official relationship with any of the executives, division presidents, or others who were held accountable for financial performance. That automatically set up the Six Sigma effort in competition with the 'regular work' of the company.
They hadn't selected the right kind of person to oversee deployment. True, Paul had spent most of his career in process improvement and problem solving, and was widely acknowledged as one of the best in those areas within the company. However, he lacked similar expertise in the art of leadership. He was therefore unable to wield his positional influence effectively to create and maintain widespread commitment.
They had not prepared the organization to be receptive to and supportive of such a major change. The people directly involved with the Six Sigma implementation had received extensive training and support, but there was little communication with others about what was happening and why.
Most experts will tell you that when any effort starts to falter, you have just one chance to put it right and you'd better do something soon.
This company had the right strategyto use Six Sigma to become more competitive but failed in the execution of that strategy. What they needed was a bridge between the two, a bridge that could link strategy and execution.
One Last Chance
Most experts will tell you that when any effort starts to falter, you have just one chance to put it rightand you'd better do something soon. Any delays in taking corrective action, or having another failed attempt at implementation, and you've lost your window of opportunity.
His ability to draw out what was really on people's minds ... allowed him to create rapport with others
MegaCorp's executive team got smart by promoting the head of product development, Marc, to be the full-time leader for the Six Sigma initiative. Though he had no direct experience with Six Sigma, Marc had a reputation for effectively guiding cross-functional teams through complex projects. Here are some of the first steps that Marc took:
He enlisted an experienced Master Black Belt to be his personal coach. He knew that he would need guidance from someone with more expertise in Six Sigma, preferably someone who was also well-versed in the successes and failures of the initial deployment.
He met one-on-one with every executive and many influential managers to get their perspectives on what had gone wrong (and right) with the initial deployment. He asked about each manager's goals and whether they felt Six Sigma could help them achieve these goals. His ability to draw out what was really on people's minds, combined with highly developed listening skills, allowed him to create rapport with others, setting up the initial groundwork for future success.
He did similar interviews with the majority of Master Black Belts and Black Belts.
He conducted surveys of the general employee population to discover how Six Sigma was perceived throughout the corporation.
The interviews and surveys served several critical functions. First, they helped Marc understand all the issues surrounding Six Sigma deployment in the company and exactly what challenges he'd face in the second go-round.
Few of the executives had any direct experience with process improvement and problem solving techniques.
They also helped him understand each manager's priorities, which any new Six Sigma projects would have to support if they were to be perceived as relevant and important. Lastly, Marc used these highly visible actions to create an expectation of change in the organization, which he needed to do to re-engage people in making that change happen.
The Revised Deployment Strategy
After his investigations, Marc worked with the executive team to develop a revised deployment strategy for Six Sigma that included:
Executive participation in experiential training on Six Sigma. In Marc's interviews, he discovered that few of the executives had any direct experience with process improvement and problem solving techniques. He therefore designed and conducted a three day training event where they all got to work on a simulated improvement challenge and to see how the methods and tools could be applied.
New ground rules for allowing open criticism of the new Six Sigma deployment. During the first Six Sigma launch, the efforts were accompanied by so much hype that no one felt they could criticize anything without risking reprisals. Marc worked hard in his early days to change this norm and make it OK for people to speak up if they felt the plans or new deployment actions were unworkable or could be improved.
Establishing divisional Six Sigma Champions. Marc discovered that there was little coordination of Six Sigma efforts within and between divisions because no one at that level had a clear picture of everything that was going on. Establishing full-time division Champions would, he believed, provide stronger linkages to the Six Sigma efforts, and give those people the time they would need to carry out their leadership responsibilities.
Leadership training for all champions, Master Black Belts, and Black Belts. Like the original Six Sigma leader, most of the dedicated Six Sigma staff were great on the technical side but weak on leadership and team management skills.
Most of the dedicated Six Sigma staff were great on the technical side but weak on leadership and team management skills.
A purposeful communication plan. He formed a team that included a very experienced and widely respected Master Black Belt, a Black Belt and a process leader from outside of the Six Sigma team to provide an objective perspective on issues. Together they identified different audiences, tailored the methods of communicating to suit each audience, and made a sharp distinction between general communications (such as regular updates in the companies newsletter) and targeted communication (information directed towards those who would be directly impacted by Six Sigma in the next ninety days).
A process for linking Six Sigma projects and corporate priorities. In most companies, the link between Six Sigma and business necessities occurs during the project selection phase. In this case, Marc worked with others in the organization to develop a process for evaluating and rating project ideas against numerous criteria: potential impact on cost or revenue, links to customer priorities, fit with stated corporate goals, feasibility, and so on. This assured that future projects would be viewed as integral to the company's success, and that managers could deploy resources to the projects knowing that they were supporting their own priorities in doing so.
Most experts will tell you that when any effort starts to falter, you have just one chance to put it right and you'd better do something soon.
The Need for Cultural Change Agents
The problems that MegaCorp encountered were symptomatic of many faltering Six Sigma efforts: the fault lies more in a lack of cultural awareness than technical expertise. What Marc brought to the party was a deep understanding of leadership and change. For example:
He was a natural leader, but he didn't rely on his personality alone: He had invested a lot of time and effort in understanding his own strengths and limitations as a leader. He was not only receptive to feedback, but constantly encouraged people to speak up. He wasn't embarrassed or afraid to have others coach and guide him in areas where he was weak (such as having the MBB as a guide).
He understood how to build commitment: He knew that direct contact was essential, that people would be more willing to cooperate if he truly listened to them and incorporated their ideas into his plans.
He understood how an organization's culture is formed and what's needed to reshape it. In this case, a code of silence had evolved around what people perceived as each flavor-of-the month program. Ironically, this silence almost guaranteed that the program would be a passing fad. He had to change that norm in order to have any hope of success the second time around. Having one strong leader won't guarantee the success of any Six Sigma effort, though it can have a significant impact when that person is in charge of the effort. The lesson that MegaCorp came to learn was the kind of leadership knowledge and skills that Marc possessed were vital ingredients in effective deployment, and should be developed and encouraged in all of their executives, managers, and project leaders.
© 2005 Lean Six Sigma Solutions
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LSSS, Lean Six Sigma Solutions, 5S, 6 Sigma, 6Sigma, Analizy, Analizy procesowe, Analyze, Analysis, Audyt, Audytor, AWO, BB, Benchmarking, Black Belt, BPMS, BQC, Brainstorming, Business Process Management System, Capability, CBA, Cellular manufacturing, Certyfikacja, Certyfikat, Champion, Chart, Coaching, Consulting, Control, Control chart, COO, COPIS, Cost & Benefit Analyze, Critical to Quality, CTQ, Cycle time, Data Collection Plan, DCP, Defect, Define, Design of Experiment, DFSS, DMAIC, DMAIC-NPI, DOE, Creative Workshop, Efektywność, Execution, Fishbone, FMEA, GB, Green Belt, Heijunka, Implementacja, Implementation, Improve, ISO, Issue log, Jakość, Jidoka, JIT, Just In Time, Kaikaku, Kaizen, Kanban, Kick-Off meeting, Konferencje, Konsulting, Korelacja, Leader, Lean, Lean Six Sigma, Lean SixSigma, Lean 6Sigma, Lean6Sigma, Lean 6 Sigma, Lean manufacturing, Lean management, Lider, Master Black Belt, MBB, Mapping, Mapowanie, Measure, Measurement System Analysis, Mediana, Memory jagger, Mentoring, Metodologia, Metodologia Lean, Minitab, MSA, Muda, NPI, Normy, Odchylenie standardowe, Operational excellence, Operations, Optymalizacja, Pareto, Parking lot, Plan Zbierania Danych, PM, PMI, PMO, Poka Yoke, Prince 2, Prince2, Proces, Process, Process management, Produktywność, Project, Project charter, Project management, Project Management Office, Projekt, Projekty, QNI, Quality, Quality Net Income, Regresja, Satandardisation, Scheduling, Seiketsu, Seiso, Seiton, Seminaria, Seminarium, Serii, Shitsuke, Single Piece Flow, SIPOC, Six Sigma, SixSigma, SMED, SPC, Sponsor, Standaryzacja, Statistical Process Control, Statistics, Statystyka, Strata, Supermarket, Szkolenia, Szkolenie, Takt time, Team, Team composition, Team contract, Total Quality Management, Toyota Production System, TPS, TPM, TQM, Transfer function, Value Stream Map, Value Stream Mapping, Variation, Variation management, VoC, Voice of Customer, VSM, Waste, Wdrożenie, Work Out, Work-Out, Workshop, Wydajność, Yield, Zarządzanie procesami, Zarządzanie zmiennością, Zmiennoć
LSSS, Lean Six Sigma Solutions, 5S, 6 Sigma, 6Sigma, Analizy, Analizy procesowe, Analyze, Analysis, Audyt, Audytor, AWO, BB, Benchmarking, Black Belt, BPMS, BQC, Brainstorming, Business Process Management System, Capability, CBA, Cellular manufacturing, Certyfikacja, Certyfikat, Champion, Chart, Coaching, Consulting, Control, Control chart, COO, COPIS, Cost & Benefit Analyze, Critical to Quality, CTQ, Cycle time, Data Collection Plan, DCP, Defect, Define, Design of Experiment, DFSS, DMAIC, DMAIC-NPI, DOE, Creative Workshop, Efektywność, Execution, Fishbone, FMEA, GB, Green Belt, Heijunka, Implementacja, Implementation, Improve, ISO, Issue log, Jakość, Jidoka, JIT, Just In Time, Kaikaku, Kaizen, Kanban, Kick-Off meeting, Konferencje, Konsulting, Korelacja, Leader, Lean, Lean Six Sigma, Lean SixSigma, Lean 6Sigma, Lean6Sigma, Lean 6 Sigma, Lean manufacturing, Lean management, Lider, Master Black Belt, MBB, Mapping, Mapowanie, Measure, Measurement System Analysis, Mediana, Memory jagger, Mentoring, Metodologia, Metodologia Lean, Minitab, MSA, Muda, NPI, Normy, Odchylenie standardowe, Operational excellence, Operations, Optymalizacja, Pareto, Parking lot, Plan Zbierania Danych, PM, PMI, PMO, Poka Yoke, Prince 2, Prince2, Proces, Process, Process management, Produktywność, Project, Project charter, Project management, Project Management Office, Projekt, Projekty, QNI, Quality, Quality Net Income, Regresja, Satandardisation, Scheduling, Seiketsu, Seiso, Seiton, Seminaria, Seminarium, Serii, Shitsuke, Single Piece Flow, SIPOC, Six Sigma, SixSigma, SMED, SPC, Sponsor, Standaryzacja, Statistical Process Control, Statistics, Statystyka, Strata, Supermarket, Szkolenia, Szkolenie, Takt time, Team, Team composition, Team contract, Total Quality Management, Toyota Production System, TPS, TPM, TQM, Transfer function, Value Stream Map, Value Stream Mapping, Variation, Variation management, VoC, Voice of Customer, VSM, Waste, Wdrożenie, Work Out, Work-Out, Workshop, Wydajność, Yield, Zarządzanie procesami, Zarządzanie zmiennością, Zmienność, LSSS, Lean Six Sigma Solutions, 5S, 6 Sigma, 6Sigma, Analizy, Analizy procesowe, Analyze, Analysis, Audyt, Audytor, AWO, BB, Benchmarking, Black Belt, BPMS, BQC, Brainstorming, Business Process Management System, Capability, CBA, Cellular manufacturing, Certyfikacja, Certyfikat, Champion, Chart, Coaching, Consulting, Control, Control chart, COO, COPIS, Cost & Benefit Analyze, Critical to Quality, CTQ, Cycle time, Data Collection Plan, DCP, Defect, Define, Design of Experiment, DFSS, DMAIC, DMAIC-NPI, DOE, Creative Workshop, Efektywność, Execution, Fishbone, FMEA, GB, Green Belt, Heijunka, Implementacja, Implementation, Improve, ISO, Issue log, Jakość, Jidoka, JIT, Just In Time, Kaikaku, Kaizen, Kanban, Kick-Off meeting, Konferencje, Konsulting, Korelacja, Leader, Lean, Lean Six Sigma, Lean SixSigma, Lean 6Sigma, Lean6Sigma, Lean 6 Sigma, Lean manufacturing, Lean management, Lider, Master Black Belt, MBB, Mapping, Mapowanie, Measure, Measurement System Analysis, Mediana, Memory jagger, Mentoring, Metodologia, Metodologia Lean, Minitab, MSA, Muda, NPI, Normy, Odchylenie standardowe, Operational excellence, Operations, Optymalizacja, Pareto, Parking lot, Plan Zbierania Danych, PM, PMI, PMO, Poka Yoke, Prince 2, Prince2, Proces, Process, Process management, Produktywność, Project, Project charter, Project management, Project Management Office, Projekt, Projekty, QNI, Quality, Quality Net Income, Regresja, Satandardisation, Scheduling, Seiketsu, Seiso, Seiton, Seminaria, Seminarium, Serii, Shitsuke, Single Piece Flow, SIPOC, Six Sigma, SixSigma, SMED, SPC, Sponsor, Standaryzacja, Statistical Process Control, Statistics, Statystyka, Strata, Supermarket, Szkolenia, Szkolenie, Takt time, Team, Team composition, Team contract, Total Quality Management, Toyota Production System, TPS, TPM, TQM, Transfer function, Value Stream Map, Value Stream Mapping, Variation, Variation management, VoC, Voice of Customer, VSM, Waste, Wdrożenie, Work Out, Work-Out, Workshop, Wydajność, Yield, Zarządzanie procesami, Zarządzanie zmiennością, Zmienność
LSSS, Lean Six Sigma Solutions, 5S, 6 Sigma, 6Sigma, Analizy, Analizy procesowe, Analyze, Analysis, Audyt, Audytor, AWO, BB, Benchmarking, Black Belt, BPMS, BQC, Brainstorming, Business Process Management System, Capability, CBA, Cellular manufacturing, Certyfikacja, Certyfikat, Champion, Chart, Coaching, Consulting, Control, Control chart, COO, COPIS, Cost & Benefit Analyze, Critical to Quality, CTQ, Cycle time, Data Collection Plan, DCP, Defect, Define, Design of Experiment, DFSS, DMAIC, DMAIC-NPI, DOE, Creative Workshop, Efektywność, Execution, Fishbone, FMEA, GB, Green Belt, Heijunka, Implementacja, Implementation, Improve, ISO, Issue log, Jakość, Jidoka, JIT, Just In Time, Kaikaku, Kaizen, Kanban, Kick-Off meeting, Konferencje, Konsulting, Korelacja, Leader, Lean, Lean Six Sigma, Lean SixSigma, Lean 6Sigma, Lean6Sigma, Lean 6 Sigma, Lean manufacturing, Lean management, Lider, Master Black Belt, MBB, Mapping, Mapowanie, Measure, Measurement System Analysis, Mediana, Memory jagger, Mentoring, Metodologia, Metodologia Lean, Minitab, MSA, Muda, NPI, Normy, Odchylenie standardowe, Operational excellence, Operations, Optymalizacja, Pareto, Parking lot, Plan Zbierania Danych, PM, PMI, PMO, Poka Yoke, Prince 2, Prince2, Proces, Process, Process management, Produktywność, Project, Project charter, Project management, Project Management Office, Projekt, Projekty, QNI, Quality, Quality Net Income, Regresja, Satandardisation, Scheduling, Seiketsu, Seiso, Seiton, Seminaria, Seminarium, Serii, Shitsuke, Single Piece Flow, SIPOC, Six Sigma, SixSigma, SMED, SPC, Sponsor, Standaryzacja, Statistical Process Control, Statistics, Statystyka, Strata, Supermarket, Szkolenia, Szkolenie, Takt time, Team, Team composition, Team contract, Total Quality Management, Toyota Production System, TPS, TPM, TQM, Transfer function, Value Stream Map, Value Stream Mapping, Variation, Variation management, VoC, Voice of Customer, VSM, Waste, Wdrożenie, Work Out, Work-Out, Workshop, Wydajność, Yield, Zarządzanie procesami, Zarządzanie zmiennością, Zmienność