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LSS implementation

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  • #44552

    Vicki
    Member

    It seems each organization implements Lean Six Sigma to meet the firm’s needs. There are only a few organizations that have implemented a Quality Council or Center of Excellence to govern the projects and provide Departmental input. My thoughts are implementing a Center of Excellence is dependant on the firm’s size. Are there any other reasons one may choose to implement a Center of Excellence/Quality Council

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    #142960

    Brit
    Participant

    I think your assumption that only a few orgs have implemented such a group is not necessarily right.  More do than you might think.

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    #142962

    GB
    Participant

    Preach it Brit!

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    #142982

    Vicki
    Member

    Please elaborate. I worked with LSS only in the government sector and have read about LSS in the business sector.

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    #142990

    Mike Carnell
    Participant

    Vicki,
    I believe Brit is right. We have been doing deployments over 10 years and there is always some type of central body making decisions. It frequently changes after the first 1-2 years so that it is less of a consultant induced chage and more of a natural fit to the way the organization does business.
    It goes back to implementation. If Belts are left alone to identify their own projects the organization has no ownership. When organization leaders are choosing projects based on data – benefit potential and project scope – the selection process can be improved, leadership is part of the selection process, and Belts don’t waste time selling buy-in. Buy-in is built in selling it is rework.
    Just my opinon.
    Good luck.

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    #143080

    Brit
    Participant

    Couldn’t have said it better Mike.  LSS (or any improvement methodology) needs to be a regular part of continuous improvement – it can be a regular part if it is seen important enough to be tied to company goals and objectives.  This often requires a central body to manage the function and ensure its continued viability.  Without it, you are just being a quality department without much interaction to the strategic plan.  This happens – but, as preaching has gotten louder from the ‘gurus’, having this central body has become more common than not – I believe.  I have seen it in healthcare, manufacturing, service and government, and have seen it work.
    It does evolve after a few years, hopefully to become a regular expectation of the way you do business.

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    #143081

    Brit
    Participant

    Some examples of companues with a central body that evaluates and selects LSS (or SS) projects:

    Babtist Healthcare
    My Bay Medical Center
    Coldwater Creek (clothing distribution)
    Special Metals Corporation (recently bought out but forgot by whom)
    Quad Graphics – high volume printer (just starting)
    Dow Chemical (decentralized by site)

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    #143440

    Vicki
    Member

    Brit-
    I understand there are Quality Departments within the Private Sector/Business Sector that monitor the implementation and project approval. However, my expereince in the Public Service is that there is a twist. The Quality Dept is a ‘Council’ at certain tiers.
     

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    #143448

    Brit
    Participant

    Yes – I have seen that as well. It’s really a matter of policy and purpose.  If that is the goal of the group – whatever it is called – then that is fine. It is, however, needed.  Without a link through the ssytem toward common goals, then the result is a bunch of projects.  Problem is most public service sectors don’t always see themselves as servicing customers.  They sometimes focus on serving government.

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