To begin, we must consider the idea of “organizational culture.” In the book “Organizational Behavior” by Robert Kreitner and Angelo Kinicki, the culture of an organization is defined as: “The set of shared, taken-for-granted implicit assumptions that a group holds…
The following is a list of some “big dos.” Just flip things around to answer your question. 1) The project targets only one CTQ (for purposes of improvement).2) The target CTQ should be measurable – conveniently and economically so.3) The…
On the general discussion forum of this website (www.iSixSigma.com), you will find a “thread” that provides a foundational answer to your question. The built-in search engine should help you with this task.
In my deployment and implementation experience, Black Belts should not be pooled into a central organization and then farmed out like a bunch of “rented experts.” To my knowledge, only a few organizations have successfully implemented this type of approach. …
The idea of a not-for-profit organization is eloquently simple – it does not operate for a profit. Some people falsely believe that the very nature of such organizations necessarily implies some type of complexity that prohibits or otherwise precludes its…
I assume you mean “sustainability of project results.” In other words, the resulting benefits are not to be enjoyed just one time – they are recurrent in nature. The best way to ensure that recurrent benefits are continually realized is…
As most of the world already knows, nothing sells better than sex, money, and hope. Since sex would appear to have little to do with Six Sigma, we should focus on the merits of money and hope. Most generally, top…
You should reference the article submitted by Anonymous on 17 July 2003. Truly, it is this form of reasoning (coupled with this example) that should “get you thinking in the right direction.” Listed are some simple examples for Human Resource…
The following references will provide a very nice overview of the field – from general theory to in-depth case studies: 1) Six Sigma: The Breakthrough Management Strategy Revolutionizing the World’s Top Corporations by Mikel J. Harry, Ph.D. and Richard Schroeder,…
Today, many business leaders would agree that the “culture of an organization” is not a fixed quantity or preordained destiny. Rather, it results from the unique blending of values (at the business, operations, process, and individual stratums). In this context,…
We must always remember that the power brokers within and external to a corporation are the ones who render judgment about the success or failure of some initiative. Simply stated, the power brokers are only concerned with one matter –…
The first step to authenticating the legitimacy of a Six Sigma consultant is a thorough investigation of their published credentials. In terms of today’s consultants, so many on the “lower end of the pile” use “upper end spin” to more…
To me, the ideology of Six Sigma will evolve in two distinct by complementary directions. The first will be a focus on value creation, not just cost reduction and quality improvement. The second will be an implosion of Six Sigma to the personal level. I have been working with these two perspectives for quite some time now.
Extensive benchmarking has revealed the “average company” to be about 4 sigma capable. Compared to Six Sigma the difference is about 1,800X. Obviously, if one aspires to such a plateau, change is certain. If change is certain, it is prudent…
A really good way to begin your journey is to sell top management on the need for a “due diligence” investigation of Six Sigma. Do not try to directly sell Six Sigma – only the “need” for conducting an investigation…
On its way to disrupting the historical business continuum and changing its performance trajectory, an organization passes through a number of milestones. Assuming a “typical” business, our discussion begins at time T1. This is when the organization is functioning reasonably…
Here are 7 progressive questions to help plan a project. 1) What decisions must be made?2) What do you need to know to make each decision?3) What form of visual will provide the information?4) What kind of tool will generate…
Personally, I believe the potential for “learning at home” is awesome these days. I like the look and feel of it because all of the knowledge, information, communication, and analytical resources I need are within arms reach — right in…
Simply stated, the deployment of Six Sigma in a single functional area (to the permanent exclusion of others) will most likely not succeed. Generally speaking, Six Sigma is an “all or nothing” proposition. However, if the overall deployment and implementation…
In terms of a Six Sigma Deployment and Implementation (SSDI), it is a natural tendency for newcomers to infer huge differences between a small and large business. However, it is quite often the case that several “small businesses” defines a…
Success factors such as business goal setting, global deployment planning, black belt project selection criteria and Six Sigma curriculum design are just a few of the key components that must be riveted together to form a common and uniform structure. …
During the period extending from 1985 to 1995, many executives in the United States said the same thing about Six Sigma – its just a fad and will “blow over” in a couple of years. Well, its still alive and…
Seems you already have a pretty good idea of what to do. To quote your words, “… such as in buying power, billing for energy consumption etc and which will save money for the company.” Life is fairly simple partner:…
I find it most interesting that you experienced “typical” success in several other areas of the organization, but not within the sales function. Were hard goals not established for this area? Was this area not emphasized during the course of…
As many corporations have experienced and attested, Six Sigma is a dynamic and evolutionary initiative that can produce phenomenal change in business performance. However, the process of change must be carefully designed, managed and governed if it is to realize…
The main difficulties can be extracted from the following assertions: 1) Everyone is a “decision maker,” but every decision requires consensus. 2) The purse strings are many, and so are the knots. 3) The phrase “just around the corner” means…
It sounds to me like you’ve been “trapped in a barrel and tossed overboard,” so to speak. Where is your champion? He or she is supposed to prevent things like this from happening (i.e., sound project selection criteria). Your project…
Generally speaking, the Six Sigma curriculum (i.e., Black Belt, Green Belt, and so on) for just about any type of service or support activity can be easily found these days – everybody has their idea of what such curriculum should…
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