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What Do You Do In This Consulting Situation?

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  • #54349

    Sault
    Guest

    My team has been enlisted to help an organization using Lean and DMAIC but as we are beginning we are finding that the process is NOT stable. It has several work streams in motion that will dramatically change the process and those work streams have been using Six Sigma effectively. I honestly feel that the leadership that enlisted our support didn’t know that this was in motion. The result is profound resistance from the individual contributors in the org.

    This is a first. Do we continue the engagement? Attempt to hijack? Focus on a peice of the process that is out of scope for internal work streams and risk lower impact? Completely at a loss.

    Would greatly appreciate your advice.

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    #194980

    Mike Carnell
    Participant

    I don’t really understand your question in terms of “Do we continue the engagement?” “Hijack?” (I don’t even know what that means) etc.

    Of course it is out of control that is why it is a project. If you plan on being a consultant but only on processes that are in control you won’t get much work.

    Look at Bloom’s Taxonomy. A BB only needs to operate at Application to be somewhat effective. A MBB had better be at Synthesize and Evaluate to be effective. That meens you need to have multiple projects running and understand how to put them together to optimize the overall process. Just part of the job. This shouldn’t be news. If it is maybe you need to hand it off to someone who has done this before.

    Just my opinion.

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    #194981

    Sault
    Guest

    Mike – honest feedback, thank you. Let me elaborate:

    The primary CTQ of this project is turnaround time (customer-facing). The fact that this is not within control limits goes without saying; the challenge is in overcoming resistance that exists at the IC level – the gatekeepers of the process – because they are already at Improve with internal projects. The leadership simply isn’t aware because internal teams haven’t trotted out their results yet. So by “hijack” I mean zeroing out all previous (and valid) DMA results and starting again from our perspective.

    The process is a moving target. It’s in the middle of being completely re-written. Feels like we are being enlisted to improve Windows 7 when Windows 8 is about to release.

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    #194982

    Mike Carnell
    Participant

    Now that I understand what you mean by hijack – it should never be a consideration. That would be the fastest way to alienate the entire business from ever supporting anything you ever did again. As it should be.

    I am still not sure I understand this. C Level people want you to fix the turn araound time but the resisitance is from C Level people who already have projects at Improve – that would mean that your C Level people are not speaking to their fellow C Level people. Have you just suggested that they speak to each other truthfully. If this is accurate while they are speaking you need to find a new job. These people are screwed up.

    Just my opinion.

    PS- The rate of change in todays environment they are all moving targets most people just don’t realize it.

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    #195010

    Ali
    Participant

    @ Sault ,

    As consultant , I suggest that you establish two way communication with the gatekeepers by offering your help , going through their project ,and validate the effectiveness of their project . If you believe they are on the right track , then you may offer your help during improve and control . If you think that they are missing the vital few then you will need to build on what they have done and engage them in your project.

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    #195014

    Kathryn McIver
    Participant

    I concur with Ali; open the communication and use that as a starting point. There may be hidden factors that are causing the C-suite reluctance to accept the internal project work (e.g., previous unsuccessful implementations). If you support the current project drivers, should you take another direction in the project, the foundation will be laid for a smooth hand off after wrap up. All of this is hinged on the establishment of communication channels.

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    #195018

    Chris Seider
    Participant

    Basic change management says to communicate with key stake holders about the road blocks if any chance of getting acceptance by the organization.

    Keep in mind SOMEONE must be empowering you guys by paying your invoices.

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