Studium przypadków Lean Six Sigma

Case study #8 Driving Change Throughout The Organization

How to turn Six Sigma into a company-wide improvement initiative. Six Sigma Exchange Newsletter talks to the Six Sigma team at Dupont Teijin Films, which set itself the challenge of moving from short-term, well-defined projects to creating a transforming tool which addresses the strategic priorities of the business and engages its people to drive improvements.

Despite the increasing number of success stories attributed to Six Sigma, too many projects are still failing to achieve sustainable performance enhancement in addition to the step-change improvements of one-off projects.

One reason for this, says Dupont Teijin Film"s Mark Jamieson, a Six Sigma Black Belt, is that two significant elements are being overlooked in the rush for results.

First, regarding project selection, it is vital that leadership is engaged so that Six Sigma projects are aligned with business priorities. Secondly, effective Six Sigma deployment requires more than conventional project management skills; it also requires the finely honed skills of a change manager, which are often not considered when identifying potential BB recruits.

Project Selection

Dupont Teijin Films first introduced Six Sigma in its European business in early 1999, under the stewardship of Andy Liddle and Dan Kayser. The main areas of application are Dumfries, Scotland (manufacturing); Wilton, England (R&T and commercial); Contern, Luxembourg (manufacturing, customer service & HQ); and Rozenburg, Holland (manufacturing).

Early projects were chosen for their "low hanging fruit" status, says Mark. Via brainstorming sessions, ideas were collected from across the business, and prioritized according to their potential impact on bottom-line performance. This did lead to improvements, but in a piecemeal fashion. "The challenge we subsequently set ourselves," he explains, "was to use Six Sigma methodology and principles in the overall running of the business, rather than as a set of tools to be applied to solve isolated problems."

Black Belt Competency

One of the main issues for the Six Sigma team concerned Black Belt skills and competency. Mark explains: "As long as BBs are perceived purely as project leaders, Six Sigma is likely to remain "just another initiative, to fade away sooner or later as others have before it." For the entire organization to adopt Six Sigma ways of working a profound cultural change is required. "When choosing Black Belts there is a tendency to focus on technical and implementation skills. What we realized was that meeting these selection criteria was not sufficient in itself to enable BBs to cope with the "softer" issues involved in change management.

Change Management

Core team meetings were subsequently used to identify the key themes that needed to be addressed in order for the change program to succeed. Fourteen themes were identified, amongst them business & leadership alignment, communications, project selection and reward & recognition.

Each of the key themes was assigned to a Black Belt, who then developed a vision and a detailed plan to ensure that the success criteria for the theme in question were met on-time and in-full.

Subsequent core team meetings (which take place every three to four months) are used to identify which themes are becoming more/less critical, and resource is reallocated as necessary.

"At Dupont Teijin Films, we have recently recognized that communications is a key issue and it is an area we will be grappling with at our next core team workshop," explains Mark. "There has previously been a tendency to use blanket communications, which are often ignored, so the type of questions we will be asking ourselves in future are:

What are the key messages we want to communicate?

To whom do we want to communicate?

How do we reach these people?

What do we want them to do differently as a result of our efforts?

How will we know if we"ve succeeded?

"In short," explains Mark, "we are recognizing that much "internal marketing" must be done to promote Six Sigma, using classic marketing communications principles."

To support the change process, DuPont Teijin Films is also making appropriate changes to its Green Belt training program.

"Although we stick to conventional (Six Sigma Academy) training for BBs and MBBs, which is fairly standard throughout the company, we have adapted our GB training to our own needs, for example by applying all the statistical models to elements of our own business. Most people appear to use less than half of the tools learned during training.

I guess the trick is learning which half to omit!" says Mark. Most people appear to use less than half of the tools learned during training "We have recently recognized that communications is a key issue".

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