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Six Sigma / Continuous Improvement Implementation

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Viewing 11 posts - 1 through 11 (of 11 total)
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  • #37992

    Dave P
    Participant

    Hi, Can anybody help or give me some advice ?
    I have recently joined a majoy energy / utility comany as continuous improvement manager. My Background is as a six sigma BB with 3 years experience within Automotive. My Role is to introduce six sigma / Continuous improvement plan for the company. I have some ideas and thoughts about this but I am not convinced the senior team really beleives in what six sigma can acheive. I want to give awareness sessions to all concerneded within the company but I am being told to “Hang Fire”. There are no other BB,s within the company and no quality initatives have ever been done. Can anybody suggest any ideas / actions has to how i can move forward

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    #113132

    Mike Carnell
    Participant

    Dave P,
    I have no clue what being told to “hang fire” means.
    If you get hold of the people at PSEG they have done some good things with their program and done some very nice projects. You would probably do well to contact them and get some first hand stuff from them on how they built the program.
    Good luck.

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    #113159

    Dave P
    Participant

    Mike,
    Thanks for the reply – “Hang Fire” means hold on for a while. This I beleive is due to the commitment from the senior team – not sure if they really believe in the philosophy of Six Sigma.
    Who are PSEG ? Do you have any contact details / names ?
    Dave

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    #113163

    Mestre
    Participant

    Dave,
    Hard to assess with the info you provided but select initial projects in areas where there is organizational pain, leadership support for change, and potential of good financial returns within 3 to 4 months. Lead these initial projects yourself.
     
    Mestre

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    #113167

    Tronan
    Member

    Hi Dave,
    We have done what you are suggesting, be wary of the content of your presentation.
    We did a presentation to everyone in the company 250 people in about 9 sessions going through projects which have been done in the past (it is a revitalisation plan for SS) Although this achieved some interest and raised awareness, it needs to be followed up with something after it to prove to the people that you are not a con artist and you can do what you say you have done.
    I would advise that you cover three aspects in this order:
    Why: Why does the company want and need SS implemented etc… Why is this new idea any better than all of the old promises?
    When: When will these changes take place. When can we see some improvements from your SS implementation that will mean anything to us.
    How: So you have given us all this blurb…. how do you intend to run it, who will it involve? how will it affect me (bit of Maslow will never hurt…)
    Cover these three aspects in your initial presentation, then go do something real high profile, low hanging fruit and all that, and get people involved and enthused.
    Just my advise. I have been on both ends of this kind of presentation and roll out…..
    Good luck!
    T.

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    #113358

    Mike Carnell
    Participant

    Dave,
    Sorry for dropping out of sight. Just a little travel time.
    PSEG is Public Service Electric and Gas in New Joysie.
    If you need a contact please email me at [email protected].
    Regards,
    Mike

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    #113670

    DMR PANDA
    Participant

    My personel preference is to conduct a focus group discussion of senior members and discussing the “COST OF QUALITY”. This itself will throw enough concerns and issues for you to collect and act on.
    Few FOCUS GROUP DISCUSSION of junior members may provide you the other side’s view.
    After few such events, you should be in a position to decide what to do.
    My experience in a utility major in India (National Thermal Power Corporation, (http://www.ntpc.co.in)  confirms this.
    You can also refer the book “John J. Hudiburg, Winning with Quality, the FPL Story , published by Quality Resources, a Division of the Kraus Organization, Ltd., White Plains, NY (1991),  where it has been indicated how a electric utility finally won the Deming award and about their approach. There is an excellent case study of this, published by Harvard Buisness Review.
    BEST OF LUCK

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    #113677

    Ron
    Member

    Dave,
    First look on the bright side, a position was created that demands continuous improvement. Your company gets a check mark for knowing that much.
    I believe they are looking for you to help them achieve their goals and objectives so start looking at those for a start.
    Hook up with the senior financial person and ask them to share with you the top 10 items that are costing the company more than he would like to see. Work those
    Finally, search for a department that is real trouble and align with the owner of that process and start by helping them improve. Once you have shown a string of successes utilizing the Six Sigma methodology the pull system will begin.

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    #113681

    ALEK DE
    Participant

    Hi Dave ,
    Your situation is quite common . I have few suggestions:
    1. At any cost get the senior most managements’ confidence in Six Sigma. You can refer some of the instances from Motorola or GE or Honeywell regarding the savings reported by them. A list of companies adopted Six Sigma can also be presented to managment to set their confidence .Without the support of the top most person ( I repeat , the top most ) I do not think Six Sigma can at all be deployed successfully.
    2.Essentially attack the low hanging fruits , less complex but where quick result is possible. Unless the bottom line or top line is addressed in short period of time, no one will have faith in this. Examples are cost of stationery , cost of travel , cycle time reduction in delivery process,
    3. Introduce some special recognitions to employees for identifying or doing Six Sigma projects. This is very important , as far as my experience is concerned.
    4. Ensure any Six Sigma project is taken , it must address KRAs ( Key result area) of the senior management. Then will only he will drive the project.
    Possibly all such things are done by you . Will be nice if you share your difficulties.
    All the best !
     

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    #113682

    ALEK DE
    Participant

    Hi Dave ,
    Your situation is quite common . I have few suggestions:
    1. At any cost get the senior most managements’ confidence in Six Sigma. You can refer some of the instances from Motorola or GE or Honeywell regarding the savings reported by them. A list of companies adopted Six Sigma can also be presented to managment to set their confidence .Without the support of the top most person ( I repeat , the top most ) I do not think Six Sigma can at all be deployed successfully.
    2.Essentially attack the low hanging fruits , less complex but where quick result is possible. Unless the bottom line or top line is addressed in short period of time, no one will have faith in this. Examples are cost of stationery , cost of travel , cycle time reduction in delivery process,
    3. Introduce some special recognitions to employees for identifying or doing Six Sigma projects. This is very important , as far as my experience is concerned.
    4. Ensure any Six Sigma project is taken , it must address KRAs ( Key result area) of the senior management. Then will only he will drive the project.
    Possibly all such things are done by you . Will be nice if you share your difficulties.
    All the best !
     

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    #113685

    Dale
    Participant

    Rather than trying to convert the whole company at once, I would have one-on-one meetings with the senior execs to determine where their pain is and how receptive are they to using SS.  Pick the best situation and drive results.  One converted exec will help you get the whole organization “converted”.

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