Sustaining Continuous Improvement In Times Of Change

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Workshop given at 2010 Tulsa Area Continuous Improvement Conference hosted by BOK and MoreSteam

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Sustaining Continuous Improvement In Times Of Change

  1. 1. Sustaining Continuous Improvement In Times Of Change<br />WORKSHOP, Sept. 15 2010<br />Generating Six Sigma Status Quo Change<br />2010 Tulsa Continuous Improvement Conference <br />
  2. 2. Status Quo Change – Outside Forces<br />SIGNS OF BUSINESS STATUS QUO CHANGE<br /><ul><li> Business for Sale
  3. 3. Business not competitive, over capitalized. </li></ul>For public companies - needs to be (and soon will be) for sale<br /><ul><li> Executive leadership remote - lost confidence in the business </li></ul>Product and processes not mentioned or lip service only<br />More interested in market value than service<br /><ul><li> Leadership flavor of the day syndrome</li></ul>Plenty of imitative – no reporting of results after initial fanfare<br />Executive leaders are human too, when threatened by change will put their own interests ahead of business system<br />Business leaders can be victim of "group think", <br />“Gutting” a business for profit is accepted practices<br />
  4. 4. Status Quo Change – Inside Factors<br />Six Sigma Program Not Critical to Success<br />Program not core to the business<br />The value-add of your program is not “adding-up”.<br />Savings are "paper" dollars<br />Six Sigma savings not counted, insignificant, or not believed<br />No problems to solve or a market need to be met<br />You love you idea so much, but are building something nobody wants.<br />Business enjoyed market leadership; you don’t believe in competitors<br />Complacency, continue to believe nobody can be better at what we do<br />Speed is a critical to quality for your business<br />You don’t believe you can deliver any faster. <br />You believe your creation is perfect <br />Truth is that there are likely chinks in the armor that you have failed to see <br />
  5. 5. Response – External or Internal Forces<br />If your business or program suffers from any of the above symptoms, then a dose of truth and humility is the cure. <br />Most likely, what you believe is false. <br />In other words, that baby you feel is so angelic and perfect, is most likely pretty average looking. <br />Acknowledge that nothing is perfect. <br />Remember that the reason you are in the Six Sigma world is for the pursuit of perfection<br />Get to work changing your Six Sigma Status Quo. <br />
  6. 6. Status Quo Program Change <br />Improve the program<br />Fix your program, better, faster, cheaper applies to CI <br />Find a new burning platform, align with business constraint<br />Contribute to “Value-add” portion of business<br />Become a new program<br />Get new metrics get stale, loose value over time (Goodhart’s Law)<br />Organizations get excited with new buttons – embrace flavor of the day while maintaining the old<br />Move the program<br />New Executive Sponsor<br />Operationalize!<br />
  7. 7. Workshop Responses: Six Sigma Program Change<br />Take WIIFM seriously:<br />Orient program to understanding and solving internal customer’s problems<br />Act as Double Agent:<br />When working with operations, listen and respond at that level and when working with management, listen and respond at that level.<br />Use other’s ideas:<br />Seek group decisions to drive both consensus, and program buy-in<br />Do a better job cascading program through organization:<br />Vision, goals, successes <br />Focus on visual improvements, communicate and make public<br />Use visual metrics, make visible broadly.<br />Add innovation, other positive measures to program metrics, change metrics.<br />Improve Program Accountability:<br />- for program results, financials<br />- process improvement ownership after the projects are complete<br />- validate / communicate program successes<br />Seek to reach Influencers in your organization, tie program strongly to strategic plan.<br />Train, help frame Executive Expectations<br />Expand Deployment <br />Move to areas vital to organization’s health, strategy<br />Push Belts into operations<br />ID new benefits<br />Engage team on Value-Add benefits<br />Redeploy resources “saved” , i.e. headcount, to Value-Add areas<br />
  8. 8. Brainstorm Six Sigma Status Quo Change<br />What can be done to re-invent your Six Sigma Program to beneficially upset your program Status Quo?<br />Group by number<br />A team: 1,4,7,10,13,16,19,22,25<br />B team: 2,5,8,11,14,17,20,23,26<br />C team: 3,6,9,12,15,18,21,24,27<br />
  9. 9. Status Quo Personal Change <br />Change Yourself<br />Better, faster, cheaper applies on a personal level<br />Find a new sponsor or a new burning platform <br />Move to a new organization<br />Operations<br />New company<br />
  10. 10. Brainstorm Personal Status Quo Change<br />What can you do to re-invent your Six Sigma Status Quo?<br />Group by number<br />A team: 1,5,8,10,13,17,20,21,26<br />B team: 2,6,9,11,12, 14,18,24,27<br />C team: 3,4,7,15,16,19,22,23,25<br />
  11. 11. Status Quo Personal Change <br />Be Observant<br />Join Professional Groups<br />Visit other locations, jobs<br />Seek a mentor / be a mentor<br />Share personal improvement goals & communication effectivenss<br />360 feedback for projects<br />Seek personal feedback<br />Video feedback<br />Ask for and use plus/delta’s for program, training, etc.<br />Stay flexible<br />Read an article / day, complete your certifications<br />Expand personal network, use LinkedIn<br />Participate in “stretch” activities, use an unfamiliar tool<br />Say “no” / turn of email<br />Work on your Emotional Intelligence (EQ)<br />
  12. 12. Final Workshop Task<br />Trade contacts with someone you don’t know and share with them what might be the very first status quo change idea you intend to use after the conference.<br />
  13. 13. WARNING SIGNS THAT DEMAND ATTENTION<br />

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