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    As a Six Sigma project, I’ve been asked to combine our Client Service Groups (2 business units that now became one) and eliminate a manager (2 to 1)…which will be my cost savings.  When I asked my sponsor what the problem was, my sponsor stated that the problem was that our client was dissatisfied with two service groups and wanted just one.  So I came up with this problem statement:
    As a result of the merger of the RSS and Fiserv IP business units in Chicago, The Northern Trust Bank, our single largest client, has expressed dissatisfaction with dual servicing areas.
    Is this a six sigma project?  How do I make it one?  Any suggestions?




    I would have though that was a good start mate.
    I’d look more at why the main customer is dissatisfied (poor response time, poor quality of information etc) as that would probably be your true problem statement.
    Sounds like you need some VOC to understand what the real problem is.
    Hope that helps.



    This doesn’t sound like a project. It sounds like a management excuse to trim units. Several options:
    1) If that client is dissatisfied with dual servicing areas, then serve that client with only one group.
    2) Are the two groups truly duplicates? Is there good reason for two groups? If so, specialize them more to eliminate redundancy. Chances are they were originally more specialized.
    3) If a single manager is overwhelmed with double the staff and total projects, that person may experience burnout and leave. The cost of bringing someone new in and training that person would greatly reduce your cost savings. Watch out for this.
    Just a few thoughts. It doesn’t sound like a Six Sigma project to me. Eliminating non-value-add processes or portions of processes in the single group to make them more efficient would be a good project though.

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