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Uwe H Kaufmann
Dr Uwe H Kaufmann is the founder of Centre for Organisational Effectiveness (COE Pte Ltd), a business advisory firm operating out of Singapore. As consultant and coach with many years of experience, his passion lies in supporting organisations to improve their effectiveness. Uwe is a German national and Permanent Resident of Singapore. He has four children and nine grandchildren … and counting.
20 Feb 2013

Lean Six Sigma and Innovation

Over the last decade, companies and organisations in nearly every industry all over the world have introduced Lean Six Sigma to increase customer satisfaction and to deliver impressive results. An outstanding example is General Electric, the company who has made Six Sigma as popular as it is today.

Another term that has drawn tremendous attention in the business world is Innovation. On the one hand, Lean Six Sigma works towards very low variation in processes with high efficiency. Innovation, on the other hand, seeks to find undiscovered, uncertain territory. Such efforts are rather inefficient. Innovation requires risk-taking, making mistakes and learning from failures.

Can a corporate culture be developed on both key thinking patterns in order to get the best out of Lean Six Sigma Efficiency and Innovative Solutions? Does it make sense to think Innovation Six Sigma?…

by Uwe H Kaufmann
"Staff
16 Sep 2012

Seven Habits … – Habit 3: Drive Continuous Improvement

Working with management teams of our clients often takes them away from their business for a few days. They frequently get in touch with their teams at home. Sometimes I involuntarily eavesdrop their part of the conversation. “How is it going? Is everything ok?” is a very common question they ask their teams. When they get some kind of “yes” they feel much better.…

by Uwe H Kaufmann
"Lean
29 May 2012

Six Sigma In The Bloodstream

One day I was asked why I left the stable, “money-printing” ISO 9000 business to join the riskier Six Sigma environment. My explanation went something like this: “Well, I think it makes more sense to implement a real business improvement and management system than to hang a nice certificate in the CEO’s office.”…

by Uwe H Kaufmann
5 Mar 2012

Seven Habits … – Habit 2: Moment of Truth

The Moment of Truth is the short time frame when a customer experiences the product or service that many people have prepared often over many months. It is the moment when a small, often unintentional mishap has the huge potential to spoil the result of hard work by others in the organisation behind the scenes. Good process managers know this and put their focus on the Moment of Truth.

…

by Uwe H Kaufmann
""/
31 Oct 2011

Seven Habits … – Habit 1: VOC

Ting is a sophisticated traditional Chinese character that exemplifies the most important activity related to customer service in an impressive way: Listening. The old Chinese already knew that by listening you open your ears (not the mouth), you treat the speaker as a king, focus wholeheartedly with 100% attention.…

by Uwe H Kaufmann
1 Jul 2011

Seven Habits of Highly Effective Process Managers

Not every organisation needs to develop process managers with Lean and Six Sigma skills. Yet, every organisation deserves to have managers with some basic process management skills. Even better, if process management skills became part of the daily business routine and were applied unconsciously, became habits. What are the seven habits of highly effective process managers you should be cultivating?…

by Uwe H Kaufmann
11 Apr 2011

Driving Change With Clear Messages

Two weeks after joining Central Bank in Germany, I spend a full week in the so-called Black Belt Training by TE Capital Europe. Black Belts are the project managers for process improvement approaches at TE. This approach comes from Motorola and is called Six Sigma. The first two weeks in the new company, I have tried to understand Six Sigma and to learn about the methodology and steps, after I got somehow familiar with TE Capital and its terminology, our banking products and our bank itself. While my new colleagues could help me with the latter, the learning of Six Sigma seemed to be an unsuccessful venture, as nobody in my bank had more than a hunch about it.…

by Uwe H Kaufmann
4 Jan 2011

Why Should I Become a Black Belt?

Becoming a Lean Six Sigma Black Belt – and to a certain degree a Green Belt – is a major career move and should be considered carefully. There are not only the Pros; there are plenty of Cons. For you, it will definitely mean putting in more time. On top of someone’s normal job, the Black Belt is required to spend a considerable amount of time on the new commitment. Your additional time will not be rewarded financially at the outset. Your organisation will not be willing to put much money in something that is new and has not paid back yet.

…

by Uwe H Kaufmann
22 Dec 2010

Season’s Greetings

Every year around December, he gets very busy. He plans for the big event and he wants to make sure everything works out to the expectations of his customers. He prepares gifts; most of them are not expensive in value. However, they are precious because of the warm thoughts and lovely considerations put in. Everyone knows him by his good deeds, only a few have seen him. He is hardly recognised and never awarded for his contributions although he adds value in multiple ways and touches countless lives. Knowing that he helps many and supports those who need his aid is enough award for his selfless work.…

by Uwe H Kaufmann
""/
27 Nov 2010

Workforce Planning Is About the Process

Discussing workforce planning with an HR professional of a government entity in Singapore we explained our approach that starts from customer and strategy, goes via processes and concludes in workforce needs, in short. The answer I got from my client was “Why do you look into operations in order to do workforce planning. We want to do this without dealing too much with processes.”

I was surprised to get this reaction from an HR professional.…

by Uwe H Kaufmann
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