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Are We Becoming Diluted?

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  • #33065

    Mike Archer
    Participant

    Hello.
    I am working a GB project to begin collecting inspection result data.  The BBs in my organization recently decided to cluster like projects or complimentary projects into a “parent” project.  For example, my project is now going to be the data collection and analysis center for projects intended to reduce rejections and rework etc.  All of the cost savings in one cluster will be divided among the “sister” projects accordingly.  My question is:  are we getting too far away from the proven methods and strategies of SS, or is it legitimate to customize SS methodologies as we see fit.  Also, it seems to me that seasoned BBs are cautious when comes to treating projects as dollar signs.  Is our company on the road to diluting the effectiveness of SS, and if so, is there anything a lowly GB (who is not in management), like myself, should attempt to do to bring correction?
    TIA,
    Mike

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    #88900

    DaveG
    Participant

    My question is:  are we getting too far away from the proven methods and strategies of SS, or is it legitimate to customize SS methodologies as we see fit.  It is definitely legitimate.  SS is meant to serve you.  Also, it seems to me that seasoned BBs are cautious when comes to treating projects as dollar signs.  Please explain that in more detail.  To paraphrase a recent poster, using ONLY $$$ is suboptimal.  Think of your own personal health – you could become leaner by drinking only water and save money, but what would that do to your chances of flourishing?  Is our company on the road to diluting the effectiveness of SS, and if so, is there anything a lowly GB (who is not in management), like myself, should attempt to do to bring correction?  Yes:  decide if the squeaky wheel gets the grease or the boot, and act accordingly.

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    #88901

    Mike Archer
    Participant

    DaveG,
    Thanks for those comments.  I needed to feel re-assurance from an outside party that we are using SS correctly AND for the right reasons.  Your comments have helped me feel more confident that we are using it correctly, I am still lacking confidence in the latter.
    You wanted me to explain my concern on $$.  It is hard for me to tell if our SS program is driven by a sincere desire to make positive changes, or if we are eager to justify our projects to management and to enhance our visibility.  Does the drive matter that much, and more importantly should it matter to me, or should I just worry about myself and my project?  By the way, my deep concern for this issue comes from reading posts on this forum (apparently from “true change agents”) who sometimes warn people to examine drives and so forth.  At what level should I concern myself with this, and at what level should I act?
    Mike

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    #88902

    DaveG
    Participant

    Mike,
    You strike me as a very conscientious person.  The simplest advice I can give you is:

    observe everything, not just your project, so you can demonstrate enthusiasm and perceptiveness to your management

    concern yourself only with what you can control – at the very least you will not be unduly stressed.  a colleague once said “it is easier to behave your way into a new way of thinking than to think your way into a new way of behaving” – the driving forces may not be “pure”, but so what?  they are still trying to improve things, and besides, your management is accountable for the success of the program (if you don’t have confidence in your management, you may need a new workplace).  the perverse opposite would be if people were actively destroying the place to get management to notice

    offer support to others, but do not compromise your workload

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