iSixSigma

Culture Change Keynote at the Energy Forum

Again and again, culture change comes up as one of the most important aspects of a successful Six Sigma deployment and reaching maturity. Yet effecting culture change is one of the most difficult parts to master. Almost 50 percent of respondents to a recent iSixSigma survey said their company was far from achieving its desired culture change.

Bringing the topic to the stage at the Energy Forum for Process Excellence is Stephen P. Tomlinson, vice president, operations support, for Cameron. The company provides flow equipment products, systems and services to worldwide oil, gas and process industries through its 11 operating divisions.

With more than 300 Black Belts and 750 Green Belts, Cameron is moving from a culture of anecdotally based problem solving and improvement to one of a “classic Six Sigma.” The company’s goal is to take Six Sigma to every employee, instilling process improvement at all levels. Takeaways of the presentation:

  • Settling on overarching themes
  • Considering the new role of Black Belts and Master Black Belts
  • The importance of metrics
  • Deciding on a rollout strategy

Tomlinson’s insight into how 16,000-employee Cameron is energizing improvement in its more than 250 locations through Lean Six Sigma promises to be an informative, engaging presentation.

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Comments 1

  1. Jay Fedora

    I would love to know more about "the new role of Black Belts and Master Black Belts." Unfortunately our budgets limit us to one iSixSigma Live! event a year! I hope there will be an article summarizing his perspective after the event.

    I was fortunate to spend a day last weak with the Director of Lean Six Sigma and the Senior V. P. of HR for one of the larger known deployments and they had a very interesting perspective on their investment. To paraphrase, they believed that their deployment was instrumental in increasing the overall "change capacity" of the organization and that "change management" or "culture change" will often resonate with senior managment team members who turn a deaf ear to Lean Six Sigma.

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