Re: Japanese companies don’t adopt SIX SIGMA / ISO - Still they are leading in Qualit
Jim,
I believe that this is true for any improvement process/program with a catchy or specific name or title attached to it. The "improvement" labels are often very divisive (re: Cove discussions) and are often used as an argument to demonstrate (and often based on hype) that "MY" or "OUR" program is the best. Improvement is an emotional term, everyone wants it, wants it badly, and wants it now. We admire organizations that claim to "have done it" secretly wishing that we would like to be as "they." I agree that companies that have done very well have used solid leadership and the basic quality tools to their advantage without the labeling and the hype. Those are the silent winners.....
Stijloor.
{Emphasis added}
This is typical of the hyperbole that characterizes the promotion of SS. Unfortunately, it's all tied up in logical fallacies and has no basis in empirical observation. To wit:
This is typical of the hyperbole that characterizes the promotion of SS. Unfortunately, it's all tied up in logical fallacies and has no basis in empirical observation. To wit:
- Assuming that the "huge benefit" is real, could it have been achieved by conscientious application of traditional methods, without the expense of SS training and indoctrination? What role does leadership play in improvement processes?
- Where are the GE and Motorola "huge benefits" documented in objective form, wherein the actual financials are revealed and examined?
- How is it possible for Rolls Royce et al to "...prove that every single project contributed to better customer satisfaction"? How is customer satisfaction enumerated, and where is the proof? Are they able to show a direct causal relationship between SS and customer happiness? I'd like to examine the "proof."
I believe that this is true for any improvement process/program with a catchy or specific name or title attached to it. The "improvement" labels are often very divisive (re: Cove discussions) and are often used as an argument to demonstrate (and often based on hype) that "MY" or "OUR" program is the best. Improvement is an emotional term, everyone wants it, wants it badly, and wants it now. We admire organizations that claim to "have done it" secretly wishing that we would like to be as "they." I agree that companies that have done very well have used solid leadership and the basic quality tools to their advantage without the labeling and the hype. Those are the silent winners.....
Stijloor.