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Incentives and Recognitions to Projects

Six Sigma – iSixSigma Forums Old Forums General Incentives and Recognitions to Projects

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  • #30708

    Francis Lim
    Participant

    Recently, I was recommended to propose an incentive and reward system for the best 3 black belt projects out of the 20.
    Anyone has any idea on how to score the project and how incentives may be mete out for the best projects?
    Thanks

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    #80391

    Aravena
    Participant

    Francis,
    Nothin’ says lovin’ like CASH. 
    We always graded projects on (1) technical merit, tools – etc (2) Customer impact (3) financial benefit.  I think you have to be a bit careful not to only pick the really elegant technical projects.  It helps to get some non-six sigma folks to help evaluate them – they sometimes have a better business view.
    pablo
     

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    #80420

    Francis Lim
    Participant

    Hi Pablo, thanks for the advice. It really helps. However, I have a slight twist in my situation here. I am drafting a proposal for sites in a region that differs in operational scale significantly.
    In such instance, the financial benefit may be significantly affected by the size of the operation. Customer impact may or may not be affected depending on the criticality of the products.
    My fear is that some smaller sites may be discouraged and drop out.
    Do you have any experience on this? How do you address it fairly?
    Thanks

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    #80427

    Aravena
    Participant

    Francis,
    No direct experience with this problem but let me offer a potential way to address it.  If financial benefit is a function of size of the operation (expressed in capacity, or sales, or employees…) then why not expressed the $ savings as a percent of the total size of the operation? That way results are normalized.  The technical quality of the project should have nothing to do with the size of the facility so you’re ok there.  Also, the customer impact has nothing to do with size – good there as well.  The only criteria that’s size-dependent is $…hopefully the idea above helps you with that.  Good luck,
    pablo
     

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    #80644

    MN
    Participant

    After successful ending of the Change Management Project,I have distributed Watches for all the 68 participants on an equal base,the cost of each watch was $100 ,also “Thanking”letters were given to all participants.Every body was happy with that,regards   MN

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    #80662

    Swaggerty
    Participant

    Big mistake.  There is no way to choose three as best without doing more harm than good.  Seventeen project teams are going to feel like they got screwed.  There are many ways to celebrate success.  Why does it have to be a competition?

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    #80664

    Andrew Brody
    Participant

    I am not one for incentives that leaves out any one who puts his/her best foot forward to get it tramped on because the project was not as high profile as others but the efforts and success rates are equivalent.  I agree with “mn”.  Y ou could lose potential future team members for lack of  recognition.
    Ideally, just my feelings, we are hired to do a job at a certain pay rate.  Team membership should be a part of the job description.  As such, being part of a team is just a part of our job, and , hey, we get to keep our job!  Accountability for team results should be a part of our performance evaluations.  So, team involvement/success (failure) should be tied in with the rest of our job performance evaluation to determine our raise and/or bonus.
    If you want to give away trinkets, give them to every team member who put out effort regardless of success or failure as a thank you.
    Andy Brody

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    #80665

    Barb R
    Participant

    I agree that the rewards and recognitions must be distributed consistently, but there will always be a time that won’t happen.   I’ve seen Project of the Month, Team of the Month, Project of the Quarter, Team of the Quarter types of recognitions.   Could you do the recognition on a site basis and then take the site level contributions and develop a plan to recognize the best of those?
    Heck, I just came from an organization that recognized small successes with a pair of movie tickets and a Thank You.   For day to day activities, that goes a long way.

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    #80681

    NEW BLACK BELT
    Participant

    We are set up as 3 Six Sigma teams with two green belts and one black belt in each. At the beginning it was determined if one teams succeeds, we all succeed. The success is a % bonus of our individual salary,  Black Belts get the same %, all Green Belts get the same % in their group. This encourages us to work as a team/dept. to ensure we are as on target as possible with all projects. All projects factor into our monetary rewards. We base project success off the individual project’s goals and how they were met, we NEVER compare one project to another. That sets you up for unfair treatment and jealousy.

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    #80689

    Benjamin
    Participant

    For each successfully completed project (you need to define, could be control for 3 months with at least $75K benefits, etc.), take the entire team out to lunch at a nice restaurant. Hand out paper awards, talk about war stories, make them feel special, have a big-wig from the company make an appearance to say “thanks for the hard work” (but don’t stay unless the team wants to do some networking — will depend on the level of employees).
    For the BB and MBB, tie their bonus compensation to the results of the project. If the project fails (not completed, lack of benefit, lack of execution, etc.) both the MBB (for project selection and mentoring) and BB are not rewarded.
    Works like a charm!

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