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Re GE Six Sigma a joke

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  • #27752

    Michael von Hirsch
    Participant

    I think Six Sigma may become bureaucratic if you let it happen.
    To improve things a Black Belt etc. certainly should not be forced into a certain routine if it does not provide any value add and does not support the efforts to improve the business.
    If someone sees a chance to improve a business process in a quick hit fashion I would recommend “Just Do It”.
    Anything else does not make sense to me.
    In some cases some companies may press people into a certain Six Sigma routine that in turn may eventually translate into some sort of bureaucracy.
    I assume they think they have done their homework and know that the impact of their doing is. I can only speculate on their reasoning.
    Some key reasons that spontaneously come across my mind are
    lack of experience that makes people think and act only within the save harbor of the Six Sigma methodology…and/or incentive systems that may reward people only if they rigidly use the methodology.
    To force everyone within a company into Six Sigma in terms of not promoting someone without a certain training I think may not appreciate and acknowledge diversity in talents and motivations.
    In those instances in which Six Sigma becomes a dogma I can tell without using the statistical “one sample T-Test” the program probably is “off target”

     

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    #68321

    Marc Richardson
    Participant

    In my opinion, Six Sigma in a nutshell runs something like this:
    1. Management support – for data-based decision making
    2. Project Management – determining which tools to use and when to apply them
    3. Executing the plan
    4. Evaluating the results, with an emphasis on financial metrics
    These four elements are always part of any problem solving or process improvement strategy. The number and types of tools required to accomplish the desired result depends on the opportunity at hand.
    An example: a customer returned some damaged product recently. I went out to the process an observed witness marks where the product was coming into contact with the handling equipment where it shouldn’t. This concern does not require a full-blown analysis with cause & effect diagrams, data stratification, matrices, etc, etc. We found the cause of the problem, we will create the necessary clearances, we will capture the issue on our process FMEA and pass it along to our handing equipment supplier for incorporation into future designs and that is that.
    To me the key is in having a template with the full array of tools available to the practitioner, then selecting those tools, and only those tools, that are necessary for the completion of the task.
    Marc Richardson
    Sr. Q.A. Engineer

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    #68331

    sreedher
    Member

    That was quite interesting comments! The string ‘Six Sigma a joke’ was getting loaded with controversies.  However Gentlemen the comments which you both have presented are understandable and applicable as well.  The bottom line – ‘The system is good in itself’ but it is us who can give it a ‘good -form’ or ‘bad-form’.  The knowledge of six sigma is like a clay, it will take the shape given by the potter , potter is the ‘management’ in other terms! if you wish you can spoil it or convert it into a beautiful thing!
    Sreedher
    Senior Quality Engineer

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    #68340

    Anonymous
    Participant

    A good MBB will keep it simple and advise appropriate tools/methodology only where the are needed. Stick with 3 principles:
    Client focus
    Data based decisions
    Disciplined approachSix Sigma is a means to business success, not an end in itself. In business there is rarely a perfect answer, just some right answers. Doesn’t really matter how you get there, so long as you stick to the principles. Bureacracies are only built up by bureacrats – six sigma is not bureaucratic if you do it right.So:
    > Don’t squeeze projects into DMAIC unless there is a problem to solve (measure and analyse required). If it’s obvious, just project manage it. Don’t squeeze projects into DMAIC unless there is a problem to solve (measure and analyse required). If it’s obvious, just project manage it. Don’t squeeze projects into DMAIC unless there is a problem to solve (measure and analyse required). If it’s obvious, just project manage it.> If it’s a quick hit, Just Do It If it’s a quick hit, Just Do It If it’s a quick hit, Just Do It> Get good MBBs in who know the tools well and where they will add value. Re-train over-structured BBs & MBBs (or get rid if they can’t change.) Get good MBBs in who know the tools well and where they will add value. Re-train over-structured BBs & MBBs (or get rid if they can’t change.) Get good MBBs in who know the tools well and where they will add value. Re-train over-structured BBs & MBBs (or get rid if they can’t change.)GE’s program (previous experience) is a bit too structured and autocratic for me, but you can’t argue with the long term share price trend and earnings growth.

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    #68341

    anon
    Participant

    it is not really proj mgt – there is specific proj mgt training for that – although the structure provides discipline and naturally helps guide the project.it is problem solving

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    #68379

    Keshri
    Participant

    Dear Michael von Hirsch
     I beleive that for improvement of any business function measurement is required.  Six Sigma tools provide a method to measure the performance level of any business function in terms of Sigma level and defines a standard way to acheive improvement, measure it and set new improvement target.

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