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Selling Lean Six Sigma to HR groups – Examples

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  • #49556

    Swaggerty
    Participant

    Hello all,
    I am trying to pull together a presentation for our global HR leadership on Lean Six sigma…bascially something to help them understand what it isΒ  and specifically how it can be used to improve HR processes & capabilities.
    Does anyone have a ppt file that I can draw upon with these types of materials…I am needing something that is targeted towards HR leadership that they will resonate..something that also includes some examples.
    Your help is greatly appreciated.Β  Please email me at [email protected]
    Thanks
    George

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    #169488

    BTDT
    Participant

    George:There are three major issues with respect to the involvement of HR in Six Sigma. First is the organizational aspects of any major initiative.https://www.isixsigma.com/library/content/c030414a.aspThe second emerges as the culture of Six Sigma envelopes the company and HR becomes more of an owner of a programme that may have started in Operations.https://www.isixsigma.com/library/content/c070507a.aspUsually the very last effort emerges as HR is seen as a business unit and starts to conduct projects within the organization. This goes far further than the frequent iSixSigma threads on retention and recruitment.https://www.isixsigma.com/library/content/c040816a.aspDon’t use a list of projects from someone else, unless you really need to see an example of successful projects to convince a group of the applicability. I have seen this fail when people take the easy route of, “We’ll just do that,” without gathering their own data and conducting their own projects.Start the team working on business processes they own and what effect these processes have on the metrics of the strategic plan of the business as a whole. Present the list of candidate initiatives and projects to the team and use it as a jumping off point. Focus on the metrics that are important to the business.Cheers, Alastair

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    #169493

    Swaggerty
    Participant

    Alastair,
    First of all thanks for the reply…all of what you sent me will be useful in preparing some slides to introduce these things to HR.Β  But I believe that I need to have some real world examples to atleast illustrate the application…perhaps something on employee onboarding, recruiting/hiring, performance management, etc.Β  Do you or anyone else have any real world examples that can be usedΒ  as illustrations?
    Thanks
    George

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    #169497

    BTDT
    Participant

    George:My credo is to teach you to fish. This is what I’d like you to do.1) Make a list of the ongoing problems in your business that are costing you (metrics here) money, lost opportunity, lengthy review. “This is the way things are right now.” Be as realistic although gloomy as you wish.2) Get the team to build the vision; your perfect world. How will this look? Change management tools are such things as the “elevator speech”, “15 words”, “More of, less of” Focus on aspects of the programme (ongoing and strategic), not the projects(finite and tactical).3) Outline your strategy for getting from point (1) to point (2). Six Sigma is a well recognized execution strategy once you know where you want to go and have a way of measuring it. Read Bossidy’s book on “Execution”. The execution of your vision might be Six Sigma in HR, or something else. Cheers, Alastair

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    #169768

    BBMike
    Participant

    Β 
    I occasionally come across these types of discussions and requests to make a compelling case for Process Improvements, Lean and Six Sigma strategies.
    Β 
    The thread seems to overlook how HR strategists have a responsibility to drive congruency of goals to achieve overall company targets….
    Β 
    Perhaps it would be useful George for you to also include the novel idea that HR can be the driver for individual performance management to ensure their Lean goals are, in fact, congruent, with Board Room goals…too often, I’ve seen individuals make a case for their project without regard to how these results may integrate with other department / project results.
    Β 
    Lean and Six Sigma projects, in my experience, require a sense of Stewardship Leadership. Consider the following:
    Β 
    1.Β  Those projects which directly contribute to the company’s growth and competitiveness, and the financial well-being of the enterprise;
    2. Achieving significant growth without significantly increasing resource requirements; and
    3. Substantially increase your portfolio of products and services to your customers and their markets.
    Β Β 
    The answer to the question might be:Β  We are undertaking this Lean project to [adjective] performance in [financial results/market strategies/customer focus/operations excellence/success through people] and will therefore improve [company segment] and contribute [results] to the organization.
    Β 
    You can envision how many questions exist around that!
    Β 
    BOL, Mike
    Β 

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    #169772

    Vallee
    Participant

    While presentations from other benchmark companies sometimes help, unless it is a company your SLT is really linked to, it will not help. Comments like we are different, we don’t have the same infra-structure, or we have tried to do this before come to mind. Another more important question and example, as stated by others, is your own internal process review. I always ask hr and safety leaders how do you know you were successful today? If they answer with a lagging metric lag no attrition or no injuries, then they have missed the picture. You need to do a risk assessment that ties hr processes with the business’ leading indicators. HR is a key part of the operations of any organization but still think of themselves as outsiders… think about it did your hr training department start tracking cost of quality and defects when the training budget was cut? If not why not?HF Chris Vallee

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    #169773

    Steve B
    Member

    George
    Β 
    I would refer you to 2 sources to help you prepare your presentation.Β  I agree with the comments so far that your presentation needs to built around your organization and its current strategic needs – what is your greatest priority, sales, profitability, overhead, etc?
    Β 
    Anyway, here’s the 2 sources I used – one is the Lean Six Sigma book by Michael George (2002), especially Part 2, chapters 5-8 focused on the role of selecting the right people for the roles of champions, MBBs and BBs and GBs.
    Β 
    The second is a very good paper by Fleming, Coffman and Harter in the Harvard Business review, July 2005 (reprint R0507J). It presents a very helpful way for HR to understand the value of managing variability in the HR and people resource world.Β  It drives home the issue and problem with variability in a way that any HR Director or leader will be able to relate to.
    Β 
    Hope these help you some.

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    #171092

    Shreyans
    Member

    Nice HBR article Steve.
    HR’s alignment to the organizational strategic objectives is arguably one of the biggest milestones in identifying the Six Sigma projects for the domain. Typically quoted as Β‘Third Generation HRΒ’ it has become the new wave of consulting where improvement methodologies ranging from Six Sigma to Triz are focusing on.
    Β 

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    #171101

    George4
    Participant

    Please elaborate more,thanks

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    #171102

    ss novice
    Member

    Dear All,
    I was wondering if there is any article or white paper in this site/or in the entire webΒ on Software Testing and Quality Assurance just like the one written by Alastair for HR Operations : –
    https://www.isixsigma.com/library/content/c040816a.asp
    I did google, but in vain. If anybody knows or has it, please post it in the forum, it would do a great deal for SS novices like me. My organization has embraced SS enterprisewide. So I am looking for some possible projects that I can think of and that is feasible for my team, that can be completed in a span of 3-4 months…
    thanks a lot for your contributions…

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