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Viewing 6 posts - 1 through 6 (of 6 total)
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  • #66954

    O’Connell
    Participant

    Hi Vineet,

    I will try my best to force myself to accept your comments, but if GE top management won’t be committed to the 6 Sigma implementation, can we have a chance to see the success in their 6 Sigma initiative?

    Most Quality folks in many organizations are very hard to implement the quality initiatives because they always were refused by others with the excuses like no time, no extra staff etc.

    You can see that the need for “Managing Change” is still a very important objective during 6 Sigma project implementation, especially in the organization whose top management didn’t demonstrate their performance like GE.

    p.s. I was interested in the concept of GE’s CAP. Would you mind sharing it with brief introduction? Thanks.

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    #66959

    Eero Laak
    Participant

    Vineet,

    I couldn’t agree with you more. Change management is the key in every improvement project – Six Sigma included.

    I also now how GE’s CAP works and it is just great.

    Good luck in your change initiatives

    Eero Laak

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    #66972

    Sambuddha
    Member

    You all make very valuable points.

    We are running a six-sigma program in an appliance manufacturing company.
    What I feel is that people want change…..but they don’t want to change.
    That is the crux of the problem.
    Specially when you have people of different developmental levels, backgrounds, it is more complex.
    I can vouch for the fact that management recognition and support (with understanding the sixsigma business model) are crucial to bring about this change in thought process for an organization. All things considered, that could do the magic.

    My $0.02 worth…

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    #66979

    “Ken”
    Participant

    Is there any reference to CAP outside of GE?

    Ken

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    #27380

    Vineet Sharma
    Member

    Very often Quality folks overlook the need for ‘Managing Change’ during Six Sigma project implementation leading to less than desired effectiveness of Six Sigma projects which are all Change Projects as well!
    This is the ‘soft’ stuff which is ‘hard’ to manage.
    Statistics is normally easy to cope with.
    GE has demonstrated very high success in their Six Sigma initiative through the use of its famous CAP(Change Acceleration Process) Model.

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    #66983

    Vineet Sharma
    Member

    You may like to refer to recently published book named ‘Making Six Sigma Last’ by George Eckes.
    It has been written in easy to understand narrative style and gives the overall strategy in an interesting manner. Resembles CAP in GE very closely!

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