Best practices in internal consulting and governance

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    I work for a very large insurance and financial services organization.  Though we use RDMAIC on some projects, I wouldn’t say we are a six sigma company.  I’m looking for examples of best practices and/or models of effective internal consulting support and project governance.
    I’m a member of a project team that is reviewing almost a dozen methods and almost 400 tools, templates and deliverables currently in use throughout the company.  We plan to develop an integrated model, eliminate some methods and reduce some of the less needed tools and deliverables. Our scope includes methods related to process improvement, large corporate project management, change management, balanced scorecard measurement and various other project management methodologies.  (Pretty broad…I know.)  Specifically, we are looking at the areas of Internal Consulting Support, Governance and Training.
    Are you aware of best practice models for these areas?  If not, how does you company approach the issues?  For instance, here are a few sample questions:
    Regarding consulting support:  Is consulting proactive or reactive, planned or ad-hoc, project based or task based, centralized or spreadout in the business, etc?
    Regarding governance: How is governance defined?  What is governed: funding, tool/method use, specific deliverables, something else? Where is it goverened: corporate body, in the business unit, within the department?
    Regarding training: Internally or externally delivered?  Classroom based, on-line or hard copy independent study?  Do you use certification processes (such as six sigma belts)?
    I’m hoping to find some models that I can review but so far have struck out.  Any help would be appreciated.
    – John



    John,Best wishes on your R-DMAIC efforts.Some advice: don’t use 400 tools. Since your company is fairly new to Six Sigma, keep it simple. As Dr. Ishikawa noted:”The seven basic QC Tools, if used skilfully, will enable 95% of workplace problems to be solved” – Dr. Kaoru Ishikawa, 1989.Tr the basic 7 first: ause and effect diagram, check sheet, control chart, flowchart, histogram, Pareto chart and scatter diagram.The basic 7 will go a long ways …. Regading your other questions: it is difficult to know the specifics of your situation. However, if you can solve some problems proactively with the rest of the , using the basic 7 tools, the rest of the business will be VERY grateful (and will help you proactively develop your consulting model).When in doubt, use the tools to solve problems for the customer … engage others in the organization, and teach them the basic tools as part of this problem-solving, in real time … everything else will follow in natural course … don’t spend too time trying to develop the “ideal” model first .. there is no such thing … … hope this is helpful … Best regards,



    I would add an overall vision: alignment with the customer.  The best process is worthless if you aren’t meeting the customer’s needs.  So start with the VOC, define your CTQs, and align the processes.

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