Please explain?

“rational answers and explanations” – ha, ha, ha, ha, ha, ha………
Good luck.

BMW is using Lean Six Sigma, they are new to the deployment (2 years) and have been very successful to-date. Why would you be calling them and these other groups a failure?

The only directional changes you saw were the ones they used to get away from you and the firm you work for?

I have facts Darth / Fake Accrington Alert, try using them yourself when you drop in with your opinions

She was not ready for the challenge, lacked the change agent skills, while the program is still in place with new champion to lead.

1. BMW is practicing Lean Six Sigma (they are new to it and have lots to learn but are at least practicing!)
2. They are executing projects – (they ensure projects are strategically aligned, having tollgates, and linking to $ results) – projects are taking a long time and they are still learning but this is no different than any other companies learning process.
3. The resources trained are strong and believe in the projects they are doing. BMW has been a silo business for a long time and won’t be easy to change but they are using data to make decisions now more than ever.
4. They are open to new ideas – BMW has brought in consultants to instill fresh ideas as well as add new skills until they develop their own. It may not be as big a program as it really needs to sustain but it is growing at a reasonable pace.
5. They are changing – they have new policies in place, they are becoming more organized, updating systems and structures, mapping processes, training resources, etc… There is goodness in all of this
Darth/Fake,
 
Now what facts can you contribute that would dispute any of these positive steps BMW has made?

This might help – from the 2008 Lean Six Sigma Summit Conference Agenda:
Select According To Your Organization’s Strategy To Ensure Support For Your Program Develops
Not every project and priority must be addressed through a DMAIC project. BMW Manufacturing has developed a three pronged approach to continuous improvement to take advantage of the best approach to each opportunity. The Performance Improvement Program (PIP) process allows every associate at BMW to have a piece of the continuous improvement potential at BMW. The Continuous Improvement Program (CIP) process allows cross-functional teams to address both production and transactional process issues through facilitated workshops. Both the PIP and CIP system have built in processes to assure velocity of improvement and tracking of improvements. The final approach is DMAIC projects addressing more complex, multivariable opportunities. Mark will explain how these three interrelate leading to a high standard of project selection at BMW Manufacturing.

Examining how BMW’s PIP and CIP processes work
Prioritizing and pulling DMAIC projects
Examining the holistic view of continuous improvement at BMW
Mark FendleyLean Six Sigma and Continuous Improvement ManagerBMW Manufacturing

$17,000,000 made from projects suggested by employee workforce
Over 9,000 CIP improvements made
Over $25,000,000 in DMAIC project impact