Date: Sat, 1 May 1999 15:40:58 -0400
From: RNav
Subject: Re: FW: Six Sigma
In a message dated 4/27/99 11:36:44 AM, NML writes:
>Dear Mr Robert,
> we are a flow control equipment manufacturing
>engineering company with ISO 1901 accreditation. Two years ago we have
>started BPR in a big way and concentrated to improve key processes. How
>ever we have not improved the quality management process. Of late we
>have started getting more customer complaints signaling that quality is
>going down.
> can you throw some clarification on the following?
>* what are the organizational pre requisites to start the
> six sigma process?
>
>* is there any guide book that is practical and
>implementation oriented?
>
>* what role training should play in propagating six sigma
>movement?
>
>Thanks ®ards
>
>N.Mahalingam
>Senior Deputy General Manager(BPR)
>AUDCO INDIA LIMITED
>CHENNAI-600 089
>INDIA
BPR is an interesting phenomenon. It is a powerful technique, but if not implement by including those you are being BPR'd, chaos can result, since bad feelings can be generated in the whole organization. But I stray:
"However we have not improved the quality management process. Of late we have started getting more customer complaints signaling that quality is going down."
With this statement, my take is that you BPR'd some processes, but never looked at how management works. If you change the processes, but management doesn't change they way they manage, that can lead to a lot of trouble. The new process may rely on a certain level of autonomy, and reduced cycle times. If management doesn't adjust to that, you just get into trouble at a reduced cycle time. In this aspect, I would focus management on having proper measures (unbiased by politics), reviewed periodically (monthly is good), and action plans to close gaps. This is essentially a page from Demings PDCA (Plan-Do-Check-Act cycle for improvement).
"can you throw some clarification on the following? * what are the organizational pre requisites to start the six sigma process?"
The prerequisites are the same for any other type of systematic process improvement effort; *management understand of the changes that the new system will require *management leadership in implementing the change *unwaivering support when the road gets a little bumpy during the change *a focus on the process and achievable results, early wins help in the change process
"* is there any guide book that is practical and implementation oriented?"
I am currently not aware of a book, though I think some are in the offering. Motorola University has some books that may help. I would check with Amazon and check their offerings too. I would also review any and all books on change management. "The TEAM Handbook" by Peter Scholtes is a good implementation tools and a good overview.
"* what role training should play in propagating six sigma movement?"
It is absolutely vital. GE trains all managers who want to pursue a promotion and career with the company. They have three levels of training for their managers. One is "Black Belts" who receive extensive training (4 months of classroom and practical) and implementation experience. They have a 2 yr tour as a Black Belt and then move into a managers position and are expected to use what they learned in their new position. The other two levels are variations of OJT (On the Job Training).
The current practice is to train a select few for implementation and used them in a dedicated role to improve the business and train others in the methodology.
I hope this helps.
P.S. - In western culture, the last name is the family name, so to be formal and proper, the address would read Mr. Drensek, the informal would be Robert, but I usually go by Bob.
Robert Drensek, CQE, CQA, CRE, CMI
Quality Engineer