iSixSigma

Challenges to 6 Six Sigma Deployment

Six Sigma – iSixSigma Forums Old Forums General Challenges to 6 Six Sigma Deployment

Viewing 16 posts - 1 through 16 (of 16 total)
  • Author
    Posts
  • #43196

    AJ
    Participant

    This post is for the Deployment MBBs and Champions:
         I am requesting some feedback on the challenges all the Deployment professionals are facing in implementing 6 Sigma in your organizations. 
         I am currently a deployment MBB and some of my challenges are to change mid managers attitude about owning responsibilities for 6 Sigma.  I’m also challenged to create a Project Tracking procedure so that we effectively manage and leverage past and current projects.  We also are limited in human resources since we are a small manufacturing company (200 employees) to create a healthy 6 Sigma DNA. 
         I would appreciate some feedback on the challenges you all face in deploying 6 Sigma in your organizations.
    Thanks,
    Anselmo

    0
    #136796

    Aggarwal
    Participant

    hi friend
    Regarding project tracking, i recommend u to get software ms projects. Then create a format where everybody working on projects punch in hourly report of what they did? (Rigidity depends on you) and in which project?
    Then you ask them to deposit weekend reports to their HOD’s, who will then compile it and send it to you.
    I have already undergone this excercise. In starting it seems to be boring and futile but over 2-3 months you and your colleagues will start feeling the power of it.
    Prabal

    0
    #137033

    Velasquez
    Participant

    Hi Prabal,
    Would you be able to share the steps identified during brainstorming, Would like to co-relate the same & use them as best practices. Thnx.
    Martin
     

    0
    #137048

    Mike Carnell
    Participant

    AJ,
    How you set up your deployment before it actually begins is critical to what you will realize for success. We see two things that create under performing deployments 1. someone decides “these tools do not apply to our business” and they detune the training 2. they start training and doing projects without regard to what must happen around the deployment to make it successful.
    The training curriculum has been put together as much to teach a way of thinking as it has to teach tools to solve problems (this is why the tool zombies get great stats and crap results). There are a lot of “experts” in tools that love to sit on the sidelines and pass judgement on individual tools as opposed to understanding it as a way of thinking. Understanding DMAIC from a 30,000 ft level in terms of Y=f(x) is how the system needs to be understood so that each tools has its place in the flow of the tools (this does not mean that the tool are sacred but if you pull somethin just understand it was there for a reason and you need to put something back in its place). As an example, we have run into a lot of transaction type deployments that have dropped variable gage studies from the curriculum because they have decided do not need it in their environment which may or may not be true. That isn’t what is important in the training. The concept of gage studies seems to be much easier to comprehend in the variable form and extrapolated to the attibute format. Just my advice but don’t screw around with the methodology. Anything that you think you are gaining in terms of teaching unneeded tools you will probably lose in terms of fighting your way though the application.
    That was the easy one.
    The biggest issue we see with deployments is they are oversold. There is this picture of millions of dollars in benefits and you just have to learn some stats and do projects. That is pure unadulterated BS. There has even been this thing that says that small companies are different – same BS. Do not be ignorant enough to go benchmark GE results if you do not have the GE culture. There are a million people selling special software that will do something for you – it is like buying all that crap they sell on the Golf Network. Do it by hand and then figure out what does and does not need to be automated. You’re only 200 people this is a walk in the park.
    Before you dive into the projects and training – since you are already talking software I assume you are half way down that road – you need to start by getting the executives on board with what is about to happen. Teach them what SS is and tell them specifically that they will not see a dime for 6 months while the BB’s are being trained. This may not be completely true but remember you are dealing with primarily A type personalities who become impatient. Do not create unrealistic expectations because if they get fired up half way through your training their autistic behavior can do some serious damage to the deployment. Once they are on board you need to get a group together to do things like select BB’s, select projects, deceide on remuneration, job descriptions, benefits tracking (revenue as well cost do not overlook this – Check out the blog site where Mike Cyger talkes about Pet Peeves and under articles Cristian Ulloa talks about throughput projects), etc.
    Once projects are selected – do not let the belts get saddled with this job – train the process owners. Tell them what you expect from them, how you will measure them and how they will be rewarded. Then actually do it.
    Get someone assigned to set a Benefits Tracking protocol and make that person responsible to review all benefits and sign off on them. You need the discipline and the consistency.
    Since you only have 200 people you probably do not need more that 2-3 BB’s, 1 MBB and no more than 10-12 GB’s. Timing is everything. There are some consultants out there that have been selling this model where you train a huge number of GB’s and then find your BB’s. That is a retirement plan for a consultant. Unsupported GB’s will not produce. Train your BB’s and make one a MBB. Hiring from outside the company is a long way from a best practise. Grow your own particularly when you start. Outsiders will not have credibility and it takes credibility because this is about change not statistics.
    There are always extenuating circumstances but you will get your best result from having your new BB’s teach the GB’s. If you have a consultant do this the GB’s will always see the consultants as the SME. You want them to turn to the BB’s when they need an SME. A program that survives after the consultants leave is one where the involvement of the consultants was limited and the people who work for the company show up as the owners of the program.
    If you have 2-3 BB’s and 1 MBB you will see less than 15 completed projects in year one. You can track that in Excel. Project tracking for a small deployment is about one step away from stupid. MS project can be used by belts. What you do need is some type of program management software to manage the program by year two. In year two you will get projects from the BB’s, MBB and the GB’s. This can get a little complicated. From the deployment standpoint you need to understand who is doing what where and when and for how much. You manage the project pipeline pretty much the way a sales department manages a sales pipeline. Not everything completes at the same time and do not buy into that “all projects take 6 months” nonsense. That would mean that every process in the world has variation except the SS process – it has a mean of 6 months and a std dev of 0? push the target completion to be around 120 days and keep driving it down. That is what makes your program agile so it can respond to the variation in the business environment.
    Do an escalation policy. When a belt gets stuck they escalate the issue (not the person) and get management involved immediately. Get this agreement before you need it. Get it from the CEO.
    You can generate a system that will process ideas and make projects out of them. The Process Owners need to own that and have it managed by someone from mahogany row – the SS Executive Sponsor. If there are no projects in the pipeline it must be clear to the company that it is the same as any other supplier who is not supplying material to the line to keep it running only the suppliers are your PO’s. Let the BB’s sit but do not send them looking for projects.
    Implementation of the completed project belongs to the PO’s as well. your Belts need to move to another project with the exception of your GB’s – they are in natural work teams in their own area and only need 2 projects per year.
    Sorry for the length of the answer but I believe you are asking a very important question. It is very tiring to listen to people whine about the management support when they do not take the time at the beginning of the program to get people involved and understanding what is about to happen. Very basic change management.
    Just my opinion. If you want to discuss specific issues please feel free to contact me at [email protected]. If you just want to do general questions we can answer those here.
    Good luck

    0
    #137076

    BGBB
    Participant

    Mike, once again, makes a number of very valid and valuable points – listen to them and learn.
    Our own deployment is in its second year and following the hiring of a temporary external MBB, who interviewed well, but arrived with his own ‘make me permanent’ agenda, is now beginning to make things happen. This happened particularly after the MBB left for the hills!
    The key is in engaging the manager at middle level. They are the real power in the company. It does not matter if the senior level says ‘I want Six Sigma, it’ll revolutionise our company’, if the mid level guys do believe in it, then it’ll die. The real key to making these people own it, was in making them accountable.
    In the early days our benefit target was seen as an objective for the initial BB’s – we would get asked, ‘how much money have you saved today?’ – to which we would reply ‘nothing – where’s the projects’. This would be met with a shaking of the head and a mutter of ‘there goes another failed initiative!’
    The secret was in convincing our CFO to split the total savings target across the key divisions of the company and making the General Managers responsible for its progress. Boy! did that focus thier minds! Not quite suddenly, but pretty quickly, did SS become an agenda’d item at monthly Ops review meetings, with individual SS targets spinning out of the divisional target.
    The key in the coming year is to deploy into the shared, central areas of the business – you know the areas (HR, Finance, IT etc) and to get the managers there on board with transactional SS. This is a challenge and anyone who has experience of good and bad deployments in these type of areas (or more likely in the handovers between these process), I’m all ears.
    My $0.02.
    BGBB

    0
    #137095

    AJ
    Participant

    Mike,
         Thank you so much for the thorough reply to my question.  It is nice to hear that you actually care about issues regarding SS deployment.  I agree with what your comments and we have been pushing forward with the deployment with positive results. 
         In your opinion, what is a good size SS DNA to start thinking about implementing a project tracking software?  We are a fast growing company and will double in size within the next couple of years.  I just want to put plans in place so that we don’t lose traction.
    Thanks for your comments,
    AJ

    0
    #137099

    Mike Carnell
    Participant

    BGBB,
    Good points.
    Your comment “The secret was in convincing our CFO to split the total savings target across the key divisions of the company and making the General Managers responsible for its progress. Boy! did that focus thier minds! Not quite suddenly, but pretty quickly, did SS become an agenda’d item at monthly Ops review meetings, with individual SS targets spinning out of the divisional target.” is a huge point. If the SS Program Manager does the reporting then your GM’s pay attention to SS for the 3 days prior to the meeting while they prepare. If they do the reporting they have to live the number every day.
    Nice post.
    Regards

    0
    #137102

    Mike Carnell
    Participant

    AJ,
    You are going to get the infamous “it depends” answer on this one. Please let me make this very clear. Project tracking software is pretty much useless. A BB should have at any point no more than 3 projects in progress. They should be able to manage them from the project perspective in something like MS Project. The software you need is something to manage the deployment – more in the order of a Program Management type software (we used Orchestra fom Pointcross on one deployment and it did well but it is a little pricey – we do not sell software so it is the customers choice). You need visibility of what is in the pipeline (input to the belts), what is in progress, what is in implementation, and what has completed implementation and headed for audit. You need time data on projects by phase, where your belts have comefrom, what they are working on, etc. You need an enterprize wide view of the deployment. To many people want to micromanage the Belt’s projects – tollgate them and leave them alone. If you can’t trust them to run through a phase with out the micro management then you have the wrong people as belts.
    This is just an opinion but many of the people running projects don’t have a clue how to line the program up with the company strategy so the turn to micromanagement of projects to keep busy. The Program Manager has the responsibility to move the deployment in the direction the company is going so they need a different type of software.
    In our last deployment we had a SS Program Manager who had a great deal of experience in managing large complex projects and he was unbelievable with Excel spreadsheets, linking them and understanding the effect of the output of one on the input of another. He was fine for quite a while while Instantis modified their software to do the deployment tracking.
    Most people are going to get lost around 20 completed projects. That puts them at various stages of implementation and audit (for results). It will also put new projects in the pipeline and new projects in the DMAIC stage. That starts to become more complex.
    If you run with the 2-3 BB’s and 1 MBB then you have about a year. Just from the sound of your post you are already in progress so you probably have less time.
    I have a few sheets we provide our customers that help them select software i.e questions to ask. Most are in IT type jargon so I don’t get some of them but if you email me at [email protected] I will send it to you.
    Just my opinion.
    Good luck

    0
    #137453

    Aggarwal
    Participant

    Martin
    I was working in R&D of manufacturing firm. There we wanted to install a system, via which we can track the project and secondly do the costing like in law firms i.e. manhour basis.
    So we procured MS projects software. It is a very powerful software, where we were able to do elementary work like gantt chart and sophisticated analysis like pert and cpm. Also costing can be done in it.
    Then simultaneously we circulated the format to all the employees, where they have to log in there hourly work. This format carried hours on y axis and projects on x-axis. And in the cells employees used to punch the type of activity they were engaged in.
    At the same time via HOD’s, we got the employees fill weekend notes. These notes carried project name , planned activity, action in the corresponding week and the plan for next week. This was easy to fill because all the record was available in hourly reports.Then these reports were compiled by hod’s and submitted to management. All  this data was available to be viewed by anyone in company on server.
    All these activities slowly enhanced the control of management and accountability of employees
    Prabal

    0
    #139777

    Sharma
    Member

    Hi,
    I’m working as a Quality manager in a company engaged in Drug Discovery R&D. I’m a mechanical engineer by qualification and have worked in various industries making my concepts strong in Quality.
    We have a problem in our company, we are unable to convince our top scientist on the benifits of Six Sigma/ISO for R&D like ours. WE have conducted many orientation training for the top management, however we are unable to answer thier eternal question ” Show us R&D centres involved in High end Drug Discovery implement and get the desired result”
    I have twin fold challenge on hand,
    1. To get our Top management to buy in the idea that Quality will yield the desired business result
    2. To implement QMS and subsequently introduce Six Sigma in our R&D Labs to see the desired result.
    I would appreciate anyone with R&D experience to guide me on course of action to take.
    Regards
    Yogesh

    0
    #139779

    Ken Feldman
    Participant

    Check out what the big pharma companies are doing like J&J, Merck, BMS and Lilly.  Here is a quote you might find interesting:
    “The future of the pharmaceutical industry is largely tied to research productivity, which takes on even greater urgency given recent developments in the external environment. Additionally, as articulated in the R&D strategy and long-range plan, XXX is working to substantially reduce XXX’s cost to discover and develop a new molecular entity from $X billion down to $X million by 20XX. “
    Compare the attitude of the leadership from the above company to your leadership and tell me which one will be more successful in 5 years.

    0
    #139812

    Sharma
    Member

    Thnk you for the post Darth. If you have any article/contact on the subject of successful implementation of Six Sigma or QMS pls pass it on to me, this will help me in strategizing our implementation in our R&D.
    Regards
    Yogesh
     
     

    0
    #139817

    Prabal Aggarwal
    Participant

    i don’t have medicines experience  but yes r&d experience in automobiles  here six sigma plays gr8 role while deciding the specification tolerances in order to have cp, cpk, pp, ppk as per six sigma standards  then again while testing the component we do performance testing. the testing style could be refined by following six sigma tools like qfd, fmea,etc
    prabal

    0
    #139889

    Sharma
    Member

    Thank you Prabal for your interest. In our Lab which deals with medicinal chemistry we currently use DOE to optimize formulations to the specification.
    How every i find that concepts like Shadow pricing(Duality) to be useful to some extent when it comes to optimizing quality(chemical) of the reactions.
    I’m fiddling with QFD and FMEA for optimizing synthetic design  of reactions to arrive at a specific compound but have not made head way to call it successful.
    My challenge will be to optimize the process of arriving at NCE(new chemical entities) by using quality tools.
    Regards
    Yogesh

    0
    #139912

    Prabal Aggarwal
    Participant

    i think its more of a procedural thing u r talking abt?
    prabal

    0
    #139919

    sdgsdfgfg
    Member

    Nothing is new under the sun… except the one’s knowing that!
    Since 6 sigma is a quite “old” discipline (since the 80:th i quess), a lot of books has been written about the most common errors and challanges when implementing 6 Sigma. Quite a lot of the 6 Sigma imlementations failed during 1980-2000, so… let’s learn from them.
    You will not have a problem finding the books, they are written by the same authors as the one:s writing about TQM in the same period. But… can’t remember them right now (it is late in denmark) , but since this forum if full of competence, someone else probalby will fill in.
    Failure is not an option,Champion Denmark

    0
Viewing 16 posts - 1 through 16 (of 16 total)

The forum ‘General’ is closed to new topics and replies.