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How Do I Overcome Resistance to Continuous Improvement Plans?

Six Sigma – iSixSigma Forums General Forums Implementation How Do I Overcome Resistance to Continuous Improvement Plans?

This topic contains 11 replies, has 7 voices, and was last updated by  Chris 10 hours, 40 minutes ago.

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  • #240385

    rohk276
    Participant

    I am currently working as an industrial engineering  intern at a frac equipment assembler , Their primary work is to order main components for such frac units like engines , tanks etc from outside and assembling them inhouse on truck trailers along with fabricating and  installing piping and some other sub level sheet level work along with wiring them and installing control panels on them to make built in custom units

    Now The company operates in 2 plants wherein one plant fabricates and gives the trailer unit a shape and other plant finishes the piping hosing and electrical work , now to say the company is a mess would be an understatement , The company shop floor is unorganized there is no departmental synergy , late release of part drawings due to understaffed design department , no jobsheets , poorinventory management  , After analyzing the company for close to 40 days , I gave in some solutions like 5S for workplace setup, Visual management suggestions like whiteboard progress charts etc , Andon flags , ABC classification of Inventory with future mve towards WMS  , 2 bin kanban with a water strider arrangement , Job work instructions (Work standardization), VSM based product teams instead of depts etc .Now the CFO of the org who has the final say on things is not even on board for 5S let alone VSM the whole thing which will take long time maybe months , he is of the opinion that 5S doesnt work , Wants me to adpat and come with more realistic solution as the company doesnt house its own worker tools , I am in a confused state , I essentially prvided the solns and they want more realistic solutions , What can I do , How should be my approach to get out of my connundrum ? , I am also attaching my prelimanary report for better understanding for the forum people

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    #240394

    Mike Carnell
    Participant

    @rohk276 You honestly sent a report to a CFO and you started out with a list of 15 things that are problems and in the  beginning of the list you are proposing to a CFO to add headcount? And you are having trouble understanding what his issues are?

    As obsequious as this may sound you start off with maybe recognizing where their strengths are. You may have even heard of a SWOT analysis which may be a nice way to break him into the idea that there is some stuff that needs to be fixed.

    As far as 5S don’t be so astonished that there are people in this world that believe it doesn’t work. Frequently it does not. I run into more and more companies these days that are doing 3S and just as an FYI how are you going to explain to a CFO who probably only care about hard dollars that the potential soft dollars from 5S will save him any money.

    This is just my opinion. Everybody talks to somebody (if the don’t you need to get out of the company). Find out who the CFO’s confidant is and show them this thing you have produced and get some help on how to effectively approach the CFO.

    Before you jump on that “top management isn’t supporting” band wagon this one is on you. Regardless of how right you may be in your report you are totally ineffective at proposing change. There is a very good chance your CFO is a High A personality. That is a lot of reading for a High A particularly when it is more of a training class than a solution. High A’s don’t read at least most don’t. I also do not see any data to support your observations. This may be a news flash but a CFO likes numbers other wise this is just an opinion and no offense meant but you being an intern really comes down to “I have an opinion but no experience to justify my opinion.” As an intern you better have data.

    Just my opinion

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    #240403

    Chris Seider
    Participant

    @mike-carnell  LOL about reading on the 3S….how about those doing “5S” without understanding how the process is supposed to work before doing a 5S event?

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    #240405

    Mike Carnell
    Participant

    @cseider I think there is a lot of the public that has no idea there is a system. They are being fed a diet of tools. It is like “while is everyone eating whale blubber at the Arctic Buffet? Because it is the only thing on the menu”

    The last company I saw doing 3S was a company that 30 years ago was a benchmark for “Lean” companies in the US.

    I had a guy in Thailand ask me from his office and the second floor what I thought of his floor layout. After watching for about 30 minutes I told him it was flowing the wrong direction and why I thought so. He got pissed at me. I am not the one who put the line in the wrong direction.

    People have lost track of what matters. They want to talk tools and philosophy. They have no clue about systems and results.

    It is very frustrating but it is predictable. I attached the Watts Wacker model from his book The Deviant’s Advantage. SS is at social convention. Between the authenticity quotient, commercial potential and audience size the OpEx world resembles ducks being force fed so people can eat foie gras. The ducks don’t have a promising future.

    Just my opinion.

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    #240444

    Darth
    Participant

    @mike-carnell  Mike, I’m surprised by your answer.  If 3S isn’t working and 5S is not working then time to pull out all the stops and use 6S.  More is always better in the world of LEAN.

     

     

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    #240450

    babu_narsim@yahoo.com
    Participant

    hi, it all depends upon, whatever you do, does it remove the Frustrations of CFO and resolve his pain. Pl. listen to his top 3 pain and frustration areas and focus on them. Do not be too much bent upon the basics of lean and VSM , 5S. They are good tools but. the issue is something else. CONNECTING THE FRUSTRATIONS OF BUSINESS and leveraging their eradication through the tools would help. First of all, win the trust of team members , CFO Before doing all. I had added mypoints based on your 15 obserations. All the best.!!!

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    #240454

    Chris Seider
    Participant

    @Darth

    Yes, I’ve seen some advocate the 6S and I’m always safety focused and that was how my last location was able to justify some changes that coincidentally improved the process but we never used 6S.

    It’s almost the same with those who insist that there are now 8 wastes including “not using talent”.   I guess “TIM WOOD” isn’t good enough and we need a cute “DOWNTIME”?  changing over processing to extra processing. :)

    Hard to argue about but it’s just a point for argument from those who want to add new letters rather than focus on basics.

    I’ve seen someone argue somewhere, maybe in some isixsigma string, that improvement can always be improved.

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    #240455

    Mike Carnell
    Participant

    @Darth and @cseider I think adding Safety to 5S is a bad move. Here is why. When I met Brad Mills he was the President of BHP Billiton Base Metals. He had a very active safety program basically because mining can be a very dangerous business. When we were talking about deploying Six Sigma he was very clear that SS was going to be his second priority in terms of introducing initiatives. Safety was number 1 and always would be number 1. He said that having the President and CEO drive Safety sent a very clear message to the entire work force that he cared about every single one of them – which by the way he did. Personally I had no issue with being #2 in priority because I had no desire to die in an accident any more than anyone else.

    So now they can’t make 5S work which really isn’t a surprise. A company will spend a lot of money doing the 5S thing and the ROI is virtually impossible to calculate without getting into some long winded BS discussion of soft savings. I saw a discussion with some Lean consultants who were coached that when someone asked about benefits calculations they should respond “You are asking the wrong question.” There is a career limiting response. That is one of those things that when the Q3 cutbacks show up yearly because for the first half of the year nobody worried about the budget, they will get cut right after the training person in HR. So they shut down 5S just like they do training. This is the US Manufacturing ritual dance that they do every year.

    Google 5S. Over half a billion hits in less than 1 second. We could have the most well documented failure this world economy has ever seen. Everybody wants to write a paper or make a video about how to deploy it but they are going to be like thos people who showed up to a Barbara Wheat class and wore their business attire because they only wanted to be trained until Wednesday. Once they had to go clean the work are they felt they already understood enough. After Barbara got off the phone with the VP of Ops they all went to Wallmart to pickup some inexpensive work clothes to get down in the grease and dirt with.

    If you cannot make 5S stick and are such a complete wimp that you back it down to 3S you need to be banned as a Lean Leader and your management needs to be banned from management ever again.

    I have watched and listened to TQM people claim that SS stole all their tools from TQM and they point to Control Charts. We all know TQM didn’t invent any tools (particularly Control Charts) any more than SS did. Neither were ever created to invent nor own tools. They were systems put together that follow the basic Scientific Process. So if you roll Safety into 5S by Q3 2020 some genius will claim Safety has to be part of a Lean deployment. That is all we need is a bunch of Lean guys who think they are the Phoenix bird of TPS having safety placed in their hands. The last thing I want is my safety in the hands of someone who cannot figure out how to make 5S work unless you are working in some factory that makes those little umbrellas people put in their drinks.

    I love what Toyota has accomplished with TPS. Lean has done well over the years and they are now getting their 15 minutes of fame but they have made it so soft they can’t even clean a place up and make it stick. That is nothing to do with Lean. That is the group you are turning to for deployment.

    So this has turned into one of those “Other than that Mrs. Lincoln, how was the play?” type posts. Glad to see you posting stuff Darth. People will stop thinking I am the biggest Xsshole on the site.

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    #240489

    Marchand
    Participant

    My first eyebrow raise was that the poster had to convince a Chief Financial Officer about continuous improvement, not a Chief Executive Officer.  We have a CFO here at my job — he’s a CPA who manages the company’s finances, financial record-keeping and financial risks.  He does not have a say in the processes.  Run away!  Just get your resume in order and go find a place that’s serious about process improvement where your skills will be appreciated and heard.

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    #240491

    Mike Carnell
    Participant

    @marchand I am not real sure what your issue is with the idea of launching under a CFO. When we deployed at General Electric, we were under Gary Reiner who was the CIO. Not a real secret. Jack Welch explains it in his book Straight From the Gut.

    When I ran the BHP Billiton deployment it was under Karen Lay-Brew who was also the CIO.

    When we did Lonmin in South Africa I had pretty much unobstructed access to the President and CEO but most everything went through the Deployment Leader. If you have to run to the CEO for your power then you have already lost the battle.

    When I went to South Africa we were in good shape because everyone was aware of the CEO position on SS. Where the real shift was he walked into Six Sigma House (we had converted a Mine Managers house into classrooms, SS tables (nobody had an office – no drawers, etc.) and spent about 3-4 hours discussing issues with the BB’s. That is how you shift culture.

    When we were at Allied Signal in 1995 Larry Bossidy (then the CEO) called Rob Tripp. @venerablebede, and had a conversation with him about the SS program. At Allied Signal I reported to the VP of Operations for Automotive. Power comes from action not necessarily titles.

    I have no idea where you got the idea that this had to deploy under the CEO to work. It takes an effective executive sponsor who is preferably at the “C” Level or Executive VP level. Actually, if you are under the CFO (who is normally our strongest ally) then the advantage is when the benefit numbers get reported (assuming they do) nobody questions them.

    Just my opinion

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    #240501

    Marchand
    Participant

    Thank you for schooling me on the error of my ways … and at such length.

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    #240507

    Chris
    Participant

    Just going to add my two cents in that I did not see the reason as to why you were providing such a report. What specifically was asked that lead to the report?

    When speaking to the production floor you generally see that people care in this order, people, quality, delivery, and then cost last. Top management looks at it backwards, cost, delivery, quality, and then people. If there is hesitation from management, one easy way to promote your idea is in the terms of cost.

    I would figure out what top three problems management is working on(as stated before), pick one of those to focus on. Provide the CFO a proposal A3 with what needs to occur to solve that problem. Run a 7 week cycle with a team, involve stakeholders in the processes, and solve that problem as a team. People will start to buy in to Lean because they are involved not told what to do.

    Lean is difficult for employees at all levels but once you get that foot in the front door it will be easier and easier each day. Remember as a lead leader you are there to serve. How can I help you? not here is what is wrong with your company.  Lean is a journey.

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