problem of six sigma?

I guess the criteria for whether GE and AT&T are good benchmarks for six sigma success is whether they are making improvements and making money off the use of six sigma. In that case according to what I read the answer would be “yes” due to the huge reported cost savings. But exactly what is the mechanism in the six sigma program that acquires this success? According to what I have read in Forrest Breyfogel’s and Mikel Harry’s books, it’s not so much the statistics or the project management techniques as it is the management support and insistance that “you will” use this program “if you want a promotion into senior management”. Job responsibility, assignments, schedules, factual data, review, followup, and management… the ingrediants of any sucessful program. The same gurus who authored the books on six sigma go on to state the best way to kill these programs is to have a lack of management support… naturally.

As an MBB at GE (soon to be moving to another US firm) I can tell you it is not a “you will do this” as Joe has stated. It may have been that at the start. Today, it is a culture and mindset. Its the way we do business. Everything we do (some GE businesses more so than others) is through the six sigma rigor.

Lee

Hello Gary,

I choose the word to reflect the feeling I got when reading Joe Perito’s post. In his contribution, he mentioned the ultimatums given those in management who endeavor to be more within GE. In all honesty, I got the same feeling when reading “Cowboy Way” in Quality Progress in October 1999 that suggested the same thing as Joe. When ultimatums are given, it is hard to avoid intimidation.

I have not been to Japan to view the TPS, so my comments are limited to my reading. The TPS is guided by the Deming Method. They have the best reported and recorded system in the world. They have this for many reasons, but one of the underlying factors for their success is in the workforce. They have understanding. They don’t use intimidation but instead understand the value of educating and training their workforce. They are amongst the best trained in the world. They embrace the TPS because the TPS is ‘them’. I have some interesting comparisons tucked away in a binder someplace, so if you are interested, I’ll look for the binder.

You raise a common problem faced by many quality and non-quality related personnel: resistance to change. I term it “Caretaker’s Syndrome”. This is caused by Paradigm Paralysis (ref. Joel Arthur Barkers, Paradigms). People resist adopting a new paradigm they know nothing about and prefer to remain attached to their old ones, even if it will cause you become extinct. The higher you go in an organizational hierarchy, the larger the risk is to abandon the paradigm that likely brought them success. How reluctant any of us would be to cut the life-line so to speak. Manager’s sabotaging the BB’s efforts are probably suffering Paradigm Paralysis. Rest assured, BB’s aren’t the only ones experiencing these problems(Barker calls them Paradigm Pioneers)!!!

I like the principles behind TQM, the tools, and the history behind it. But I prefer Deming’s SoPK coupled with Peter Scholtes’s methods and techniques.

Regards,

Kevin

Gary,

You are right! The cowboys did do an excellent job at sales (moving people). The ASQ did their part to help them with their pitch.

Have you spoken with folks from GE? In my experience, they have a different story to tell. And do you have an opinion on Allied’s reported 12,000 layoff?

Regards,

Kevin