“We have great news for you. Our project is delivering results already.” The team is all smiles when they give this update during the project meeting. The carefully prepared graphs unveil a remarkably shorter time for the whole process, from customer request to delivery of results. “We have applied a hypothesis test and the result is significant with a p-value of flat zero!”…
When Uwe asked me whether I would like to go to Gemba in order to help understand the client’s process we have been studying, I looked it up on Google. To my surprise, Gemba is not a secluded, unknown part of Singapore. Gemba (现场) is a Japanese word that means “the real place”. Japanese detectives use Gemba to point to the crime scene.
When I joined General Electric Capital many years ago, I asked them why they would hire an engineer with no prior banking knowledge. The answer was quite a pleasant surprise: “We have enough people who understand banking. Unfortunately, we do not have those with a process mind-set.”
Now I know, banking is a productivity gold mine.…
The art and science of project selection for improvement projects is one that most organisations take rather seriously. Some companies in a variety of industries have developed highly sophisticated methods for project screening and selection to ensure that the projects they choose offer the best promise of success.
… 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?…
Here are some typical Questions and our Answers regarding the Lean Six Sigma deployment in an organisation. If you have more questions, please feel free to add them as a comment and we will try to answer.…
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?…
I was chatting with a friend of mine who is in a senior leadership position. He wanted to implement a relocation strategy and he mentioned that based on his intuition all the processes should move to a particular country.
I asked him whether he knew why the processes were where they were today. His answer: “What for? How does it matter?”
I was taken aback and puzzled by the question and I remained speechless. Not because I did not know but the questions were bizarre.…
Innovation has drawn tremendous attention in the business world over the last decades and seems to be up on the radar screens again. The character of Innovation has changed over time from the traditional research-based theory towards the knowledge-driven approach that is based heavily on our social networks. Innovation has made its way from the laboratory into all parts of business life.
Besides business and functional know-how, a successful leader must have competencies in leading change and improving, designing and managing processes. A Six Sigma program helps prepare leaders by providing on-the-job training through project work.
A recent survey by iSixSigma Magazine of more than 1,300 business professionals whose companies are using Six Sigma revealed that leadership development programs which involve Six Sigma training are six times more likely to be called “highly successful” than those without. Many of these leadership development programs involve a Black Belt track for future leaders. Thus, the obvious question is, What skills and know-how do Six Sigma professionals acquire that gives them an edge as leaders?
…
Some time ago, I was facilitating a Six Sigma project group involved in solving a process challenge. This group had been working on defining the parameters regarding recruitment policies. This included the allocation of cubicle, phone number, password, printing of name cards, email, pass card, etc for the new hires. The process involved seven people, taking about five months to complete. The team had dutifully performed all the analysis required, used the necessary tools and come up with detailed process delays corresponding to different positions to be delivered to the new hires. It all pointed out to be a ‘people problem’. “If Mr X and Mrs Y did their job properly we would not have any delays” was the assumed concluded answer to all the problems.
…
New undertakings or experiences are always challenging at first. This is no different when Schenker Singapore (Pte) Ltd, a transportation & logistics company, decides to embark on something new like Lean Six Sigma. It might seem to be even more demanding at the outset since the number of 3rd party logistics providers rising to this challenge is very limited. Best practices in this industry are not widely spread and hard to come by.
…
The job of purchasing is obviously to source for reliable suppliers who deliver products conforming to specification on time within a certain price range. The more data is available about potential suppliers the better the decision will be. However, how shall the data be analysed?
FridgeMaker used to get supplies of a very crucial part, the Spacer, from Supplier X. Unfortunately, over the last months Supplier X has been struggling with waves of reorganisation resulting in unreliable deliveries and hence line stoppages for FridgeMaker.
Table 1: Supplier Qualification Data for Spacer (USL=10.8, LSL=10.2)
FridgeMaker is looking for new suppliers for all parts coming from Supplier X. Purchasing has already started the supplier qualification process for the Spacer (10.5 +/-0.3) and has received parts from suppliers A, B and C. The data are shown here. Following this data purchasing can make their decision on price. All of the suppliers meet the requirements set out in the tender document. …
“Don’t use Six Sigma to tackle special cause variation!”
is one of the common phrases being repeated by Lean Six Sigma coaches and a very important recommendation for the management, too.
The Six Sigma methodology is indeed targeting variation that is an inherent part of the process – common cause variation that has been expected and tolerated due to its unknown and supposedly complex root causes. Understanding this variation and analysing the real root causes before implementing improvements is a fundamental pillar of the methodology and driver for its success. …
Against the common belief, statistical knowledge is not a criterion for selecting your Belts. However, the capability to acquire new technical skills, to apply these skills successfully is an important prerequisite. More important is the aptitude to involve, motivate, coach and train people, to lead and manage teams towards delivering results and to communicate effectively with different levels in the organisation.
A study by iSixSigma Magazine about the importance of different skills and characteristics for a successful Black Belt (“The Hard Truth About Soft Skills,” January/February 2008) was showing that Communication Skills is by far the most important requirement. Leadership Skills came in second and Technical Skills third. The question for the importance of Soft Skills for different roles in the Six Sigma deployment was answered by 72% for Green Belts and 99% for Black Belts with important or very important (5-point scale). Soft Skills include Communication, Collaboration, Team Leadership, Change Management, Time Management as most important to the success of the Belt. Continue reading →
Architect of High-Performing Organisations
Copyright © 2023 by COE Pte Ltd. All Rights Reserved.
Recent Comments