iSixSigma

Michael Wiley

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  • #74665

    Michael Wiley
    Participant

    Thank you for your uplifting insight. 
    Best of Luck to you in positively and enthusiastically leading your teams. 
     

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    #74619

    Michael Wiley
    Participant

    One person is One person.  A Company is many persons. Its Management’s responsiblity to identify the company’s areas that require improvement.  And it is their responsibility to use their Black Belt to fix the biggest problems.  And the Black Belt will lead the team, identify the root causes and provide a best practice.  Processes won’t improve unless the people involved in the process change their methods.  The Black Belt makes it clear what the problem is and what is required to eliminate it, its up to the rest of the people to act upon this for there to be any improvement.  And again Management is required for implementation.   It also helps when the Black Belt is persuasive enough to inspire the change. SS is not a department , it is the Company.

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    #69681

    Michael Wiley
    Participant

    Complete a project with undeniable hard savings and you’ll get your support. 
    I’m a Black Belt in Japan and its the same bull crap(barriers like no support, etc) over here too.   My first project was a classic NON-Classic SS Project.  I did the best I could and produced soft savings.  Not a lot of respect with soft savings.  
    2nd project was much better as I used Money as my main metric, Finance numbers worked better (at convincing people and getting their support) than any other data I’ve used. 
    Its all about the money.    When upper management saw the hard savings, they supported Six Sigma that much more.  The Process Owner was a total nightmare until the project closed with decent results.  When the employees saw the hard savings on the posts of metrics I put up everywhere, they began to feel that their summer and winter bonuses might get better and not cut like the last couple of years.  My team members show more support now because they walk around saying “Hey, I helped do that”.   
    There is still a lot of bull that I have to deal with all the time, that will never change.  Maybe I should put together some data to prove it.  Either way, the more hard savings I see created, the less I care about the crap I have to deal with to make it.  Just as long as I know / believe or have faith in / there will be benefit from the projects I lead, I can be Patient with it all. 
    But It can be a real drag most of the time.  Don’t lose your cool, I do that sometimes and it is very effective in damaging project support among other things.  Enthusiasm and persuasiveness and knowing how to deal with people helps alot, plus a lot of other stuff.  But sometimes we can skip the Leadership skills and just show them the money. 
    Thanks Joe, I’m glad to know you have it tough too. 
    Nice Post  

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    #68333

    Michael Wiley
    Participant

    Like the bumber sticker says “Shift Happens”.  This is accounting for uncontrollable events.   
    We all may know a little background on why the shift is included in calculating Sigma Level, for one, Motorola uses it and their semi-conductor processes are extremely complex, but its origin comes from Carl Friedr. Gaub back in 1777-1855.
    Check out the 10Deutsche Mark to see his picture and the equation he lays claim that explains the shift of stars as time passes. 
    Ofcourse its optional to include a 1.5 std dev shift, not used  for measuring short term occurences.  Though when measuring over a period of time, I understand it is more accurate to calculate sigma level by including the shift.  
    Best regards,
     

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    #68335

    Michael Wiley
    Participant

    My favorite is the quick and easy
    ABC Classification    for purchased parts and materials

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    #68336

    Michael Wiley
    Participant

    1.  Our Diagnostic was exhausting; a couple of months with the aide of a consulting group turning out roughly 30 Opportunities, 11 which passed management approval and I just completed the first off the list.
     2. The Champion

    3. First two team meetings
    4.  I will drill a General Direction Project Definition down to its specifics point out what is achievable and get approval once more from Upper Management .  And then I give hell to my Champion for passing along a crap PDF and wasting everyone’s time.  If I don’t revise the “General Project Definition” I’ll end up with a huge scope, trying to nail numerous objectives with in a set period of time with hopes of getting only dismal results.     Thus, I ofcourse like the direction to be at least fairly specific.  Worst case, stay focus to a specific target and let the others go as future opportunities the Champion can review and put in the parking lot if there is potential benefit or get the related department to take care of it themselves.   Quick Hard Savings and get the momentum going is how I like to go.     

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Viewing 6 posts - 1 through 6 (of 6 total)