FW: Six Sigma
RN...@aol.com
In a message dated 4/27/99 11:36:44 AM, N...@audcoindia.com 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 ph:044-2322323
> fax:+91(44)2325055
>
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
WWW.AMAZON.COM 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
RN...@AOL.COM