Discussion
Oh God.
Where to start.
The key thing is have the directors given their full backing to this. Do the senior management understand what is actually involved in getting the complete corporate attitude change?
If not, then go buy a butt plug and stick some sandpaper on it. That'll be more fun.
I'm assuming that you're applying this in a manufacturing environment. What sort of production volumes are being run and what are the current cumulative first time pass rates?
Where to start.
The key thing is have the directors given their full backing to this. Do the senior management understand what is actually involved in getting the complete corporate attitude change?
If not, then go buy a butt plug and stick some sandpaper on it. That'll be more fun.
I'm assuming that you're applying this in a manufacturing environment. What sort of production volumes are being run and what are the current cumulative first time pass rates?
spikeyhead said:
Oh God.
Where to start.
The key thing is have the directors given their full backing to this. Do the senior management understand what is actually involved in getting the complete corporate attitude change?
If not, then go buy a butt plug and stick some sandpaper on it. That'll be more fun.
I'm assuming that you're applying this in a manufacturing environment. What sort of production volumes are being run and what are the current cumulative first time pass rates?
Oh yes, fully supported by Directors and a whole department dedicated to Lean and Six Sigma. As a consultant they have asked me to get my Green Belt to then trouble shoot on customer sites. Plus I love math.Where to start.
The key thing is have the directors given their full backing to this. Do the senior management understand what is actually involved in getting the complete corporate attitude change?
If not, then go buy a butt plug and stick some sandpaper on it. That'll be more fun.
I'm assuming that you're applying this in a manufacturing environment. What sort of production volumes are being run and what are the current cumulative first time pass rates?
I'm actually using it in a corporate business environment for process reengineering and developing Target Operating Models...
Have you run any projects using it?
Thanks for your help by the way!
I've only sued six sigma and too its associated buzzwords within a design and manufacturing environment however the principles are still the same.
Mostly its all about the application of common sense. Work out where things are already going wrong, find out the route causes and put them tright so that the "customr" can do their tasks within their capability. Note that in this case the customer is the person recieving the information, not the person who is buying the product, so if a product is made from parts bought in and then tested, the assembly department is the customer of the result of the purchasing departments function, the test department is the customer of the assembly department.
The key is to find out what is actually done with the information received. Once you understand why they need the information its easy to sell this to the information provider. It's all about giving the next person in the process chain as easy a life as possible. That way everyone can do their job without chasing missing bits of information, without cursing other departments. This will mean that there will be occasions when peoples workign practices will have to change. The difficult bit of any job is getting people to change their ways. Interpersonal skills here are what makes or breaks a project, especially when dealing with skilled people who've been doing the job the same way for decades. Without director and senior management backing right across the organization then this just won't work.
If you've got some specific questions about your project then ask and I'll try and answer them, but I've got little idea about how to deal with the intransigent director of the widget department who doesn't agree with this new fangled stuff and therefore won't co-operate, apart from, in true PH traditions, suggest nuking him from orbit!
Mostly its all about the application of common sense. Work out where things are already going wrong, find out the route causes and put them tright so that the "customr" can do their tasks within their capability. Note that in this case the customer is the person recieving the information, not the person who is buying the product, so if a product is made from parts bought in and then tested, the assembly department is the customer of the result of the purchasing departments function, the test department is the customer of the assembly department.
The key is to find out what is actually done with the information received. Once you understand why they need the information its easy to sell this to the information provider. It's all about giving the next person in the process chain as easy a life as possible. That way everyone can do their job without chasing missing bits of information, without cursing other departments. This will mean that there will be occasions when peoples workign practices will have to change. The difficult bit of any job is getting people to change their ways. Interpersonal skills here are what makes or breaks a project, especially when dealing with skilled people who've been doing the job the same way for decades. Without director and senior management backing right across the organization then this just won't work.
If you've got some specific questions about your project then ask and I'll try and answer them, but I've got little idea about how to deal with the intransigent director of the widget department who doesn't agree with this new fangled stuff and therefore won't co-operate, apart from, in true PH traditions, suggest nuking him from orbit!
cardigankid said:
What on earth are you talking about? Could you summarize in a few lines for the unsophisticated?
zippy3x said:
please let me know where you both work, so i can avoid like the plague.
I have no inclination to collect low hanging fruit, or work in a company that promotes Synergy.
Yours decidedly "inside the box",
Zippy
I work as a contractor so I could turn up anywhere. Six sigma is up there with "how to tune a Saxo" in the amount of bullsI have no inclination to collect low hanging fruit, or work in a company that promotes Synergy.
Yours decidedly "inside the box",
Zippy
t that's been written about it.I think half it's value is purely in companies choosing to make a change - that they're using Lean / Six Sigma is only half the battle.
It's worked fantastically well for us; huge global manufacturing environment but we've also implemented it into our local sales offices in each country - it's worked very well and (surprsingly) the workforce has really embraced it well.
It's worked fantastically well for us; huge global manufacturing environment but we've also implemented it into our local sales offices in each country - it's worked very well and (surprsingly) the workforce has really embraced it well.
spikeyhead said:
zippy3x said:
please let me know where you both work, so i can avoid like the plague.
I have no inclination to collect low hanging fruit, or work in a company that promotes Synergy.
Yours decidedly "inside the box",
Zippy
I work as a contractor so I could turn up anywhere. Six sigma is up there with "how to tune a Saxo" in the amount of bullsI have no inclination to collect low hanging fruit, or work in a company that promotes Synergy.
Yours decidedly "inside the box",
Zippy
t that's been written about it.I missed the opportunity to do a green belt project because I was sick on the second day of training.
Most of my colleagues struggled to find the time to meet the deadline. Even more lied about pretty much everything (exagerated results, underestimated costs) in order to get their certificate.
Most of my colleagues struggled to find the time to meet the deadline. Even more lied about pretty much everything (exagerated results, underestimated costs) in order to get their certificate.
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