Process Excellence Framework Missing, Build One for Your Organization

Six Sigma – iSixSigma Forums General Forums Implementation Process Excellence Framework Missing, Build One for Your Organization

This topic contains 5 replies, has 3 voices, and was last updated by  Cyril 6 years ago.

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    There are two types of organization, one, where there is a culture or a framework to deploy lean, six sigma, PDCA, DFSS or any other process improvement framework. You will find executives, managers named after belts (green, yellow, black) and so on. Trainings on process improvements are conducted on a regular basis. Top management monitors the progress of improvement projects day in day out.
    On the other hand there are companies where there is no such culture of process improvement. Top management is more concerned about top line and bottom line by targets and objectives, without putting much emphasis on process excellence, waste, new process or product development.
    If you are hired as a process improvement expert in the later type of organization, what should you do?
    Step 1: Top management buy-in
    Presentations, whitepapers, process framework designs, examples of successful companies that deployed process excellence frameworks anything that will convince your top management to enforce a process improvement framework in the organization. This includes integrating KPI’s with the projects, rewards, incentives. Make process improvement as part of the organization culture. Ensure that you have developed a framework to suit the organization and a working plan to display how your objectives are going to be met.

    Step 2: Train, Train and Train
    Continuous training on process improvement framework either 6 sigma or lean is a must. All the process owners should receive training on the concepts of 6 sigma and lean that can be applied day in and day out to their projects. Training is one of the most integral parts and key to deploying a process framework in any organization.

    Step 3: Manage projects
    You have successfully convinced top management, trained a bunch of process owners, the next step is to prioritize projects. Ask the newly trained members to identify at least 2 projects within their domains.
    Now track these projects real time, their status, ROI and don’t forget to update management, because these are the guys who started it them all. This keeps the ball rolling!

    Step 4: Hire
    This can be debated though, Hire Master Black belts, Lean specialists to consult on variety of projects. Ensure that consultants have undergone multiple projects themselves, don’t rely on certificates.

    Step 5: Reward, Celebrate
    Reward the Project owners for completing their projects, set an example. Publish case studies and projects in forums, conferences and so on. Calculate your ROI and take pride in successful implementations of your program


    Mike Carnell

    @vishant.pai If there is an organization “like latter one” why would they hire a process improvement expert?

    The only reason I can imagine is that top management decided to do something different (because those decisions don’t get made at the bottom or the middle). In that case I am a process improvement expert, hired into a company without a CI culture and my first step is to get top level support? That would be why I got hired and knocking on their door to make sure I have their support is going to make me look like they got the wrong person.

    Any data behind this epiphany?

    Just my opinion.



    Dear Sir,

    I fully agree with you. The scenario here in case is this example. We have CEO, COO and CFO fortunately COO of the company is interested in setting up a improvement framework and thats the reason some process improvement expert got hired but what about CEO, CFO, Top level managers.

    When I say top management I am including change with all of these top brats.

    My article is just a primer to a process improvement expert being hired in a non CI culture and getting frustrated because projects keep failing.



    Mike Carnell

    poin@vishant.pai I am not sure how long you have been doing this kind of work but if what you want is all the “C” suite people to come down and roll out a red carpet for you then it goes back to the old say “You can wish in one hand and crap in the other and see which one gets full first.”

    Go read Kotter and even in his stuff he will tell you don’t get them all. You are not being realistic.

    Bottom line you have written your universal plan for change on one data point.


    Brian Cooper

    It has been my experience that many smaller organizations hope to embrace something to lower operational costs. Being a senior-level manager who also lives and breathes Lean Six Sigma, I get quite frustrated at the desire for reduced costs but the unwillingness to change the thinking that caused the inefficiencies in the first place. In my last position, after having reduced cycle ti



    It has become a trend to follow ! I personally feel If I am the process lead, I shall develop an road map were in the mangement agrees to it and follow the steps. It is said the taste of the pudding is in eating. Simillarly I will create an anxiety among the organisation by showcasing method and benfit by adopting a improvement which shows benfit.

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