iSixSigma

Help..!!

Viewing 12 posts - 1 through 12 (of 12 total)
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  • #30259

    BB
    Participant

    I have a problem, we did a project which is near to copletion. A huge improvement in productivity was achieved, but the process owner is not able to realise the potential, because if labour issues. I as a black belt am stuck as i cannot close the project. Any guidance on what should i do to resolve this deadlock would be appreciated.

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    #78596

    James A
    Participant

    If you have identified what needs to be done to gain the improvements, and all parties agree that this is the case – yet the constraints of the business prevent hiring of the necessary staff, then I would suggest that that is a business issue – not a 6S one, and is therefore outside the scope of your project. So close the project.
    If it is a case of not wanting to move staff around, then it’s probably a cultural issue – always a knotty problem to change.
    If it’s that the labour does not want to see the improvements realised, and is resisting change, then you will either need to challenge their assumptions and change their way of thinking, or move staff around until you have the team you need in that area.
    Either way, you seem to have proved already that the improvements are achievable – so your job is now done – it’s up to others to get the necessary motivation going.
    Does this help?
    James A

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    #78597

    BB
    Participant

    Hi
    Thanks for your inputs. This was helpful. However,I still have the dead lock on the project. Should I close the project saying there is a potential fo improvement…
    please advice.
     

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    #78600

    James A
    Participant

    That depends on the culture within your company – where I am it can can be recognised that improvements are there to be had, but they may have constraints imposed upon them – therefore we could close the project as the BB input was complete.
    It may be different for you where you are – and I cannot tell you what to do as your company may well be very different to mine.  Certainly I would try to close the project off – what does your Champion suggest?
    Sorry for delay in reply.
    James A

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    #78605

    JB
    Participant

    You need to speak with your champion and ask to have your road block removed.  That is the process owner in your case.  You cannot close a project on the basis of a possible improvement. 

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    #78606

    Marc Richardson
    Participant

    This is one for lessons learned. The question you and your champion should be answering is how did you get so far in the project without realizing that you would not be able to implement the improvement measures you discovered?
    Marc Richardson
    Sr. Quality Assurance Eng.

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    #78680

    BB
    Participant

    Thanks for your inputs. I will speak with the champion and try to close the project.
    thanks again

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    #78685

    Mike Carnell
    Participant

    Marc,
    Great question.
    I would have assumed that this might have come up during the reviews after D-M-A-I? Maybe you need to take a look at the review process? Something we usually ask called issues and barriers. This is assuming the Champion was involved at all.
    Good luck.

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    #78686

    Anonymous
    Participant

    Hi
    You can organise a joint meeting involving your process owner, champion and your leadership.  You can present your case and show them the data.
    If is agreeable to all parties then go ahead and close the project, show the savings as soft savings.  Once issues are all resolved implement the control plan and convert the soft savings to hard saving.
    I agree that during each step of your project you need to identify the known barriers and keep your management update on the barriers.
    Ofcourse Six Sigma is a methodology and  needs Management support and commitment for the success of the project.
     
     

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    #78687

    BB
    Participant

    Thanks all for the help. But how do you address the issue of realising the benfeits? In my case one of the solutions yielded huge scope for productivity improvement apart from improvement in project Y and hence turned up only after improve phase. I am not sure as to should this issue of realisation be addressed by the black belt or the process owner. My champion wants the savings to be realised and is not agreeing on closing the project without it…
    anyway the inputs from you all have atleast made this clear to me that its not only my issue…and how i should proceed with it.
    thanks again

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    #78692

    Mike Carnell
    Participant

    BB,
    It isn’t your issue at all. If your Champion wants the savings tell him to get off his butt and get in the game. Change isn’t a spectator sport.
    We have repeatedly called the BB’s change agents when infact most of the time they ony identify opportunity for savings. The solutions frequently cross so many organizational boundaries that the change really needs to driven from the champions level.
    Good luck.

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    #78704

    BD
    Participant

    Hi BB,
    What exactly is the labor problem that is creating this barrier?
    Does your project impact the company and union’s labor agreement? (Technical)
    Will it impact future negotiations?
    Your project doesn’t cut FTEs does it?
    How does the percieved issue relate to wages, hours of work, or working conditions?
     
    BD
     

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