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BB/GB required for career progression. Good or Bad?

Six Sigma – iSixSigma Forums Old Forums General BB/GB required for career progression. Good or Bad?

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  • #50461

    anon
    Participant

    I’m currently working in a compnay which is moving to a culture where having GB or BB experience is good for your career.
    I’ve worked at GE where this was true and led to a lot of people taking on these roles for the career advancment and not because they wanted the role. This led to downward spiral in how the role was seen by others, and downward trend results obtained and an upward trend the results claimed. To the point where in a division of GE there was 3000+ staff and 1 BB.
    What measure should I be looking to be put in place to make sure that we don’t get into this spiral.

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    #173492

    Eoin
    Participant

    Involve finance in defining and measuring projects and the returns claimed. Like it or not $ is language of business. Six Sigma is good for career progression not because of certificates but because it allows candidates for promotion describe a situation or task or process that could be improved, the actions they took and the results they got. Stay focused, stay real and if needed have independent project review.
    Best wishes,
    Eoin

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    #173503

    Ron
    Member

    Your question shows a great deal of introspection regarding the six sigma movement and the reason many of us look down on people who claim GE credentials
    When Allied Signal began using six sigmaas the methodology for improvement it was a top down approach and was supported by an infrastructure that greatly improved the training material as well as the management interface with the six sigma principles.
    Like all good things they begin to go in the wrong direction when you deviate from the true principals of the methodology and use them purely for self gain. This iswhat happened at GE.
    If you can find a great sixsigma trainig class with great MBB’s to guide your learing you will be “Brain Damaged” to the point where it is a life changing experience.. UYsing the DMAIC process on everything you do professionally you will rise in importance in your organization based on your achievements.
    If you just “check the Box” as many corporate program do it isn’t worth the paper your certificate will be printed on.

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    #173506

    SiggySig
    Member

    It’s interesting – I always looked up to GE credentialed practitioners because of the reputation of the program at GE. Now that I am a GE BB, I am definitely finding a backlash against what Ron alludes to – “check the box” BBs and MBBs. These days, the emphasis is not on certification but on results. The leaders don’t care whether you use lean, workout, DMAIC, DMADOV, PDCA or anything else – what they care about is actual, sustained improvement.
    I was on a discussion with the SS Leader for all of GE recently – someone asked him how he could get his business to start certifying BBs again – the leader’s response? “Other functions don’t certify – why should we emphasize it?”
    These days, “traditional quality” is gaining significance here in a big way – ISO Compliance, audits, procedures, etc.

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    #173508

    Ron
    Member

    If you are granted a BB or MBB and never completed a project but only attended the training would you consider that a valid certification?
    I apologize to those practitioners at GE who went threough a proper training and certification program I know there are peole who had.. I also know of people at GE that were granted titles and never completed project work.
    GE does not have one size fits all training.. They have tailored their traing based on the various divisions that exist therein.
    You can draw your own conclusions
     

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    #173509

    SiggySig
    Member

    I agree with that – no cert is worth anything if you cant tell me about projects you ran and mentored and what they accomplished. That’s pretty easily uncovered during a brief conversation.
    The MBB role still seems to be a stepping stone to higher jobs at GE – many MBBs were never BBs first, and don’t have the level of technical prowess that I saw with other MBBs I’ve worked with. They’re more like managers of BBs. I can’t tell if this is changing or not.
    I actually don’t have an issue with tailored training – as a transactional person supporting belts in transactional processes, I’d prefer more emphasis on things like proportion testing, working with non-normal data, creating measurement systems, etc. as these are very commonly encountered issues in the non-manufacturing world.
    I’ve learned to toss out the Six Sigma bible and not worry about whether we’re “doing it right” – it just isn’t nearly as important as making improvements that customers feel.
     

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    #173512

    anon
    Participant

    I agree with you on GE, I was lucky in that I had a very well trained MBB who worked on the basic training that GE gave me to get me up to full speed. The same could not be said for all the others I always remember the MBB who told that if the P<=0 the data's normal :(
    What I’m trying to do is find a way of stopping it happening again, we’ve recently had a number of ex GE “BB” managers come in and they’re looking to make the company in their image. As it makes our work in process improvment so much harder.

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    #173528

    Brandon
    Participant

    Great post Siggy. This is what it’s about – can you accomplish things?
    All this muda about “my training is better than yours”, “my cert is real, yours isn’t”…forget about it!!
    Can you do things? That’s all it’s about! That’s the only place there is value!

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