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Viewing 9 posts - 1 through 9 (of 9 total)
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  • #48686

    Bailey
    Participant

    What is the philosophy  of Six Sigma managers as it applies towards employees who work in the departments they manage?

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    #164877

    Brandon
    Participant

    You’re going to have to be a bit more succinct in your question. I don’t understand what information you are seeking.

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    #164882

    Dr. Scott
    Participant

     Bailey,
    The philosophy I always share is we all must make “Good numbers go up and bad numbers go down, for more money and more happy customers”. If that isn’t a philosophy, I don’t know what is. That is my philosophy and I hope others adopt it.
    Regards,
    Dr. Scott

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    #164883

    Bailey
    Participant

    How do you ensure that the implementation of Six Sigma at an organization does not lose sight of human factors such as employee morale and loyalty?  If metrics are improperly selected it appears to me that short term gains can be achieved at the expense of the long term alienation of the work force.  What differentiates the Six Sigma methodology from the failed efficiency programs of the 1950s?  

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    #164884

    Dr. Scott
    Participant

    Bailey,
    Six Sigma involves all humans in its implementation. Is that a large enough human factor?
    When everyone has the chance to participate, I would expect morale and loyalty to improve. Six Sigma includes everyone, so that part is solved.
    Now, if the wrong metrics are selected, ask yourself why. Why would the wrong “good numbers and bad numbers” be selected? Maybe you can influence that based upon VOC and VOB.
    And how in the world does “making more money and more happy customers” alienate the work force? It should not only give them pride, but more money for them in the “long run”.
    And don’t even get me started on the “efficiency programs of the 1950s”. That was all just work harder and not work smarter. This was because we (the USA) was the only nation left to produce. It didn’t matter if what we produced was good or bad stuff, just that we produced more of it. We were the only ones left that could. Then Japan learned quality does matter from Deming. Read the history books for the whole story.
    Regards,
    Dr. Scott

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    #164885

    Brandon
    Participant

    Thanks for clarifying the question. And, once again Dr. S has given great input.
    Improving processes, lowering costs and improving productivity through “the way we do things” vs “work harder & longer” is not something that should be in conflict with the worker’s interests.
    The onus is on mngt to tee it up properly. SS brings knowledge to people to be more productive/more effective with the same level of effort. The worker can feel greater satisfaction from their achievements.
    Plus, if you don’t improve processes while your competitors do – you & the workers may be looking for new jobs.
    All this needs to be communicated AND REINFORCED by mngt. It can be tricky however the rewards merit the effort.
    You are right to have concern about it & you are smart to seek advice about how to deal with it. Hope we’ve given you some useful stuff. Good luck.

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    #164889

    Fake Stan Alert
    Participant

    Try  to  apply  the  formula:
    R=Q*A
    It  does  mean  there  is  no successful  SS implementation without
    proper  change  management,
    best

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    #164890

    Fake Stan Alert
    Participant

    Don’t  forget Ishakawa?
    Regards

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    #164908

    Brandon
    Participant

    FSA – whoe could ever forget her….ah, what a night!!

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