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  • #37233

    Sean
    Member

    I work for a small (350 person) mechanical contracting firm.  I have no formal Six Sigma training, I’m basically self taught through reading articles and books.  I’m working on a presentation to the management of my company to implement a Six Sigma program.  I would like to know does anyone have a formal list of issues that should be considered when assessing whether or not a Six Sigma program is appropriate for a company?
    Thanks
    Sean

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    #109143

    RubberDude
    Member

    #1 consideration that management will want to review:
    What will the payback (savings) be compared to the total cost of the program?
    #2 – How long before we see these results?

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    #109154

    Dog Sxxt
    Participant

    Don’t go too far yet, first to make sure they have done their basic ground work. If they have no yet achieving 5S housekeeping level 1 or not even can pass that idiotic ISO9001, then I have doubt they can benefit much from Six Sigma.

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    #109626

    Otavio Kehdi
    Participant

    In case of the 6s implementation idea/energy  is coming from the top of your organizazion the probability of having full sucess is high.
    So, check how much your CEO and staff is willling to support this initiative. Without it things will be difficult.
    Show to them the BIG Process Y’s to improve and how 6s can support it. Show clear deliverables in cost out, growth and customer satisfaction. This helps getting support.
    Take into consideration also the payback/ROI, implementation time and resources (internal workforce, consultants…).
    Regards
    Otavio
     
     

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    #109667

    DDelawar
    Participant

    Before giving you a reply let us clarify what information you are seeking.  You asked if there is a formal list of issues to be considered prior to implementation. So, perhaps you are talking about things like:
     Are we prepared to fund the program?
    Are we currently process oriented and if not are we prepared to be?
    Do we currently use data and analysis in our management process and if not are we of a mind-set to do so?
    Are we prepared to take our people through the approriate training required to acheive competence  that will lead to success?
    Is senior management ready and willing to be involved?
    One should never attemept to implement any program without some idea of its need and what is expected to be gained so this is a basic building block for implementation.  I thus assume this is not your focus. but the culture of your company may prohibit the implemenation of a successful six sigma initiative so this must be a consideration and management must know what is required of them to make a successful entry into six sigma.

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    #109670

    Shital
    Member

    You must consider the holistic approach when taking this step.  This is a team effort and must be sustain. Part-time effort will not work and will cost the compnay money. 
    Cosider the following:
    I agree 5S and Lean Concepts should be considered.
    ROI – current state vs. future state
    Clearly identify and document management role/buy-in.
    There is few more things but you need a collaborative effort from the whole team – committment is important.
    Remember the Define stage in the DMAIC process is the most time consuming.  You will know at the end of this stage whether not this project will imipact the business,
     
     
     

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    #109685

    Mikel
    Member

    I disagree – 5S and Lean Concepts should be prerequisites.

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    #109686

    Mike Carnell
    Participant

    Sean,
    Situations vary particularly in a small company – which is probably privately held – which means having people at the shop floor level driving solutions may not work very well. Empowerment in small US companies is nice conversation but it doesn’t really play well day to day. In general you are in a low percentage situation. When the insertion point for SS is below the Executive Team it meets with a lot of resisitance.
    The most successful deployments for us are when Leadership identifies a burning platform issue that motivates them to do something “different.” A tactic you may want to consider is if there is an issue that is visible to the employees of the company and a plan of how you intend to use SS to resolve that issue. You need to be realistic in the expectations. You also need to be able to tell them that there are things that need to be non negotiable if they want success. I will guarantee you that if you tell them you want the most talented people (in a small company the number is low but it still needs to be good people full time) you will get blown out or they will want to negotiate. When you negotiaste you sell your future.
    Be realistic about time. SS projects contrary to popular belief do not take 6 months but training does. The initial training will take time and they need to understand that. If you sell a fast hit you will need to combine a short term strategy of Kaizen events or some Lean activities (a true Lean deployment will take years but you can realize some benefits quickly), a mid term strategy of SS and the real finesse of a comprehensive Lean culture.
    You will find lots of nonsense around special things for the small to midsize companies. It is pure BS. The methodology doesn’t change. Scale changes but the success factors do not.
    There will be lots of talk about “how they are different.” Take a copy of Deming Deadly diseases and Obstacles. Everyone thinks they are different – it is resistance to change. Until you answer “What’s in it for me?” for the management team you aren’t going anywhere.
    Just my opinion.
    Good luck.

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    #109692

    PB
    Participant

    Stan,
    You are absolutely correct on this.
    PB

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    #110170

    ‘NGL
    Participant

    Sean,
        in general terms, I would suggest (if you haven’t done already) to read the following paper within this site:
    https://www.isixsigma.com/library/content/c041018a.asp
    PS:   I found that it describes a very serious and valid approach to Six Sigma… unluckily I must confess that there are many differences with what my Company actually does   ;-|

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