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Reward and Recognition for Six Sigma Projects

Six Sigma – iSixSigma Forums Old Forums General Reward and Recognition for Six Sigma Projects

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  • #53281

    4sigma
    Participant

    Hi, I was wondering if anyone had a good Reward and Recognition process in place for belts who have completed successful projects. At present we still have an issue with on time delivery of projects and prioritisation.
    I would also welcome your views regarding rewarding belts on successful completion and on time delivery of projects? at the moment we have limited rewards in place.
    Would appreciate any feedback
    Thanks in advance

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    #189442

    Mike Carnell
    Participant

    4Sigma,
    You need to be careful when you set this up. Before you run off and solicit all kinds of programs and ideas you need to look at the current company culture and how everyone else gets rewards and recognition.
    If you set up something that is completely foreign to what is happening for everyone else there is a good chance you will alienate your program. At Motorola we didn’t have a real reward system. We had a thing called RONA (Return on Net Assets) Program. It didn’t pay off very often and when it did it wasn’t much. Rewards just wasn’t what drove the company. We did have a TCS competition (Total Customer Satisfaction). You competed at the plant level then the division level then the sector level and then the corporate level. Lots of tshirts, hats, etc but if you went to the corporate level you got a week in Chicago competing with teams from around the world. Bob Galvin was there and it was great time even being in Chicago in January. That was the company culture recognition over rewards. If we would have done something different it would have probably been more disruptive to the company as a whole.
    Like the fly fishermen say “Match the hatch” you need to match the culture.
    Just my opinion.

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    #189443

    Mikel
    Member

    We should remember to tell them thank you and pay them
    appropriate to the market.A celebration is always good.

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    #189446

    MBBinWI
    Participant

    You’ve gotten good advice so far – so let me throw in on how to really screw up a program.  Provide a percent of the “savings” to the belt as part of the recognition program.  I entered this company after this had already been instituted.  Imagine the surprise that the division VP had when he was told that they had “saved” millions of dollars, yet the division performance wasn’t substantially better than it had been previously.  What was happening was the OpEx (BB’s) folks were setting up projects where they “saved” oodles of money.  They did not have a good control program, so the problem was re-entered into the operations.  The OpEx folks then “saved” the money again.  Each time, pocketing a good chunk of change.  Boy were they pissed when I convinced the VP to stop the non-sense. 

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    #189456

    Severino
    Participant

    Instead of wasting time asking about rewards/recognition why don’t you identify the barriers to progress and remove them?  Generally, a BB is not operating in a vaccuum which means the potentially largest issue is gaining support and time commitments from other areas of the business.  If those resources are overburdened or are not empowered with the ability to alter their routines to assist the BB then your projects will never hit their dates no matter how many rewards you offer.
    Who sets the due dates anyway?

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    #189464

    Mike Carnell
    Participant

    Jsev607,
    Good point on the due dates. I didn’t pick that up when I read it. Let’s see I am going to assign a project to you, don’t know what the solution is so you have to figure it out and I want it ………………..this afternoon.
    (that afternoon) YOUR LATE! we have been dealing with this problem for 10 years and you couldn’t solve it in 4 hours. We will try bribe you to do your job better with rewards and recognition. If that doesn’t work then obviously SS doesn’t work in our industry but then it isn’t a silver bullet.
    It was a long night.

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    #189471

    SiggySig
    Member

    Have to challenge your premise here – my own experience is that the failure to progress on closing projects has less to do with the belt and his/her motivation and more to do with the quality of the actual project selection and champion/management support. Same goes for resources.Many projects are just flat out doomed to fail no matter how you reward the belts.

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    #189472

    Mike Carnell
    Participant

    SiggySig,
    If you read that and got out of it that I think it is a belt issue then you need to read what I wrote again.

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    #189473

    SiggySig
    Member

    No, it was meant as a reply to original poster, not you Mike.
    Damn this stupid forum – can’t wait until they upgrade the tools to the 21st century version of forum software

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    #189483

    Mike Carnell
    Participant

    SiggySig,
    Help is on the way. The iSixSigma Team has spent a lot of time in the redesign and getting it done right. I have only seen bits and pieces but it looks good.

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