The document provides a guide for implementing Six Sigma in an organization. It identifies three key elements for successful implementation: organization, people, and process. For each element, it discusses important considerations such as organizational culture, employees' comfort with statistics, process complexity, and ensuring top management support. The document emphasizes that Six Sigma requires significant resources and changes to how work is approached, so organizations must prepare thoroughly before implementing it.
What is Six Sigma? - Donald P. Lynch, Ph.D.Melissa Paige
Download our free white paper by ISD instructor and Six Sigma Master Black Belt Don Lynch that answers the question "What is Six Sigma?" in terms that everyone can understand.
"One of the reasons it has been so difficult for
those not working in an organization that has
embraced Six Sigma to really understand it
is because Six Sigma means multiple things.
The term Six Sigma is used interchangeably to
reflect a vision, philosophy, commitment, goal,
level of performance, statistical measurement,
metric, benchmark, methodology, systematic
approach, set of statistical tools, and a vehicle
for customer focus, breakthrough improvement
and people involvement. These different
definitions can be summarized in three main
categories; Six Sigma the philosophy, Six Sigma
the metric and Six Sigma the methodology."
This document discusses how business analysis is key to organizational success. It defines business analysis as understanding an organization's goals, processes, and needs in order to recommend solutions. When done properly, business analysis helps avoid costs from failed projects and identifies new opportunities. The document also notes that continuous change is needed for organizations to adapt and innovate, and that business analysis provides a structured way to manage change. It concludes that the benefits of business analysis include shared understanding, improved decision-making, and increased ROI.
The document discusses business process modeling and its benefits. It argues that modeling processes can help identify inefficiencies and improve quality, customer service, and reduce costs. The modeling process involves workshops with different levels of an organization, from senior executives to frontline staff, to capture different perspectives and build detailed models. An effective model provides different views for different user groups and links all processes together. The model should then be used across the organization for various purposes like organizational design, performance measurement, training, and continuous improvement initiatives. Overall, process modeling creates a shared understanding of how work gets done and opportunities to enhance performance when the model is utilized on an ongoing basis.
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
The balanced scorecard is a strategic management system that supplements traditional financial measures with non-financial metrics related to customers, internal business processes, and learning and growth. It allows companies to track both financial performance and progress on capabilities needed for future growth. When used as the foundation of a company's management system, the balanced scorecard addresses the limitation of traditional systems in linking long-term strategy to short-term actions through four new management processes: translating the vision, communicating/linking objectives, integrated business planning, and feedback/learning.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
The document discusses how ego and popular trends often drive people's behavior more than logic and consciousness, contributing to the creation of systems and organizations with insufficient long-term strength. It also examines how understanding psychological forces, ethics, technical issues, policies, procedures, and change management is important for effectively managing complex industries and organizations. Leaders must ensure technical capabilities align with products, processes, marketing, and customer satisfaction to support the company vision.
The Five Pillars of Business (The Five P's) outlines the key elements necessary for business success: People, Planning, Process, Performance, and Profit. Each pillar is equally important and requires attention and monitoring. With the Five Pillars established, day-to-day operations will run smoothly and profitably. The pillars include prioritizing customers and employees, strategic and operational planning, formal processes, performance measurement, and generating profits through revenue maximization and expense minimization. While installation requires commitment, the pillars will make the organization highly efficient.
What is Six Sigma? - Donald P. Lynch, Ph.D.Melissa Paige
Download our free white paper by ISD instructor and Six Sigma Master Black Belt Don Lynch that answers the question "What is Six Sigma?" in terms that everyone can understand.
"One of the reasons it has been so difficult for
those not working in an organization that has
embraced Six Sigma to really understand it
is because Six Sigma means multiple things.
The term Six Sigma is used interchangeably to
reflect a vision, philosophy, commitment, goal,
level of performance, statistical measurement,
metric, benchmark, methodology, systematic
approach, set of statistical tools, and a vehicle
for customer focus, breakthrough improvement
and people involvement. These different
definitions can be summarized in three main
categories; Six Sigma the philosophy, Six Sigma
the metric and Six Sigma the methodology."
This document discusses how business analysis is key to organizational success. It defines business analysis as understanding an organization's goals, processes, and needs in order to recommend solutions. When done properly, business analysis helps avoid costs from failed projects and identifies new opportunities. The document also notes that continuous change is needed for organizations to adapt and innovate, and that business analysis provides a structured way to manage change. It concludes that the benefits of business analysis include shared understanding, improved decision-making, and increased ROI.
The document discusses business process modeling and its benefits. It argues that modeling processes can help identify inefficiencies and improve quality, customer service, and reduce costs. The modeling process involves workshops with different levels of an organization, from senior executives to frontline staff, to capture different perspectives and build detailed models. An effective model provides different views for different user groups and links all processes together. The model should then be used across the organization for various purposes like organizational design, performance measurement, training, and continuous improvement initiatives. Overall, process modeling creates a shared understanding of how work gets done and opportunities to enhance performance when the model is utilized on an ongoing basis.
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
The balanced scorecard is a strategic management system that supplements traditional financial measures with non-financial metrics related to customers, internal business processes, and learning and growth. It allows companies to track both financial performance and progress on capabilities needed for future growth. When used as the foundation of a company's management system, the balanced scorecard addresses the limitation of traditional systems in linking long-term strategy to short-term actions through four new management processes: translating the vision, communicating/linking objectives, integrated business planning, and feedback/learning.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
The document discusses how ego and popular trends often drive people's behavior more than logic and consciousness, contributing to the creation of systems and organizations with insufficient long-term strength. It also examines how understanding psychological forces, ethics, technical issues, policies, procedures, and change management is important for effectively managing complex industries and organizations. Leaders must ensure technical capabilities align with products, processes, marketing, and customer satisfaction to support the company vision.
The Five Pillars of Business (The Five P's) outlines the key elements necessary for business success: People, Planning, Process, Performance, and Profit. Each pillar is equally important and requires attention and monitoring. With the Five Pillars established, day-to-day operations will run smoothly and profitably. The pillars include prioritizing customers and employees, strategic and operational planning, formal processes, performance measurement, and generating profits through revenue maximization and expense minimization. While installation requires commitment, the pillars will make the organization highly efficient.
The document discusses strategic planning and change management. It defines a strategic plan as determining how an organization will utilize its existing resources and competencies, and identifies new resources needed, based on critical success factors. A strategic plan is developed through a multi-step process involving understanding customer needs, identifying performance gaps, setting priorities, and linking goals to internal processes. Strategic change can be incremental or transformational and is often triggered by external environmental or internal factors. Organizational culture also impacts the degree of change through elements like stories, rituals, and power structures. Change management aims to successfully implement strategic changes.
5 Essential Steps Leaders Must Take for A Successful Change ImplementationPavel Kuviarzin
Leaders must take five essential first steps to implement successful organizational change:
1. Define the ideal state where change is perceived as normal by envisioning policies, behaviors, and team interactions regarding change.
2. Share the definition with teammates and collaboratively decide on the top five definitions of the ideal state.
3. Decide the top five benefits that would result from achieving the ideal state of change.
4. Identify the top obstacles preventing the organization from reaching the ideal state and gaining those benefits.
5. Map each benefit to a related obstacle to track progress towards overcoming hurdles.
This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week
Bahner Richard HR eROI Execution at Deutsche BankRichard Bahner
This document discusses the Transformation Management Model, a process that helps organizations align human resources and business assets with business strategy and customer needs. The model enables organizations to respond more quickly to changes. It involves auditing business, HR processes, and customer needs; investing to achieve business goals; and ensuring each unit contributes to profits. Executing the model helps companies develop unique positions and achieve strategic advantages. Human resources plays a key role in establishing and supporting the transformation process throughout the organization.
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
1) Organizational change management involves understanding challenges to change, assessing an organization's current readiness, and implementing effective change strategies. This allows organizations to adapt to new technologies and business processes.
2) Key challenges to change include impacts to organizational structure, culture, business processes, and resistance to projects. Assessing readiness involves determining the current state and identifying barriers.
3) Readiness is critical to the success of initiatives like ERP implementations. Understanding challenges and conducting frank assessments allows for effective change management planning.
Evolution and Revolution as Organizations GrowVivek Kapoor
As organizations grow they witness various stages in their development. This presentation outlines these stages according to a theory, and highlights the problems organizations typically face in each of these stages
The document discusses the importance of assessing an organization's readiness for growth. It identifies three phases of growth an organization can be in: growing, stagnating, or declining. It emphasizes that while individual departments may have efficient processes, the greatest potentials for improvement often lie in the interfaces between departments. Properly clarifying interfaces through agreements on expectations and responsibilities is essential for coordinating efforts across an organization and enabling sustainable growth. The document provides examples of how failures to adequately address interfaces can undermine otherwise well-planned initiatives and result in missed deadlines, quality issues, and other problems.
This document discusses how HR processes are often conducted annually rather than continuously throughout the year. It uses a fairy tale analogy of a CFO and COO who only work for two months each year to illustrate this problem. The document argues that to maximize performance, companies should view their employees as a human system and implement strategic HR processes around performance management, compensation, and development on a continuous basis. When integrated properly, these processes can help align employees' goals with company strategy and keep them engaged and motivated year-round.
Performance Management White Paper by Hedda Bird (3C)Hedda Bird
A performance management white paper that enables you transform how you manage performance and ensure that strategy becomes action on the front line. Fully referenced with the best in class research alongside leading edge thinking. Also introduces the Performance Management Canvas as a completely different approach as a fresh approach to re-thinking the purpose and practice of managing performance in organisations large and small.
The 7S model is a management framework developed by McKinsey consultants Robert Waterman and Tom Peters to assess how well an organization's management aligns seven internal elements to support its strategy. The seven elements are: strategy, structure, systems, shared values, style, staff, and skills. The model helps identify what needs to be realigned to improve performance or maintain alignment during changes. It examines how changes in one element impact others. While useful, the model is limited by not considering external factors and not explicitly defining performance. McKinsey also developed a multifactor matrix with GE to evaluate industry attractiveness and business strength.
This document provides a summary of a master's thesis titled "Cracking the Code of Strategy Execution". The thesis explores why there is often a gap between corporate strategy formulation and execution. It aims to understand the causes of this gap and provide a method for organizations to successfully bridge it.
The thesis is divided into three parts. Part one defines the gap, examines why strategy execution fails, and what strategy execution entails. Part two identifies five "strategy execution syndromes" that can inhibit execution, such as resistance, lack of motivation, and groupthink. Part three proposes a strategy execution model and provides guidance on translating, adapting, and implementing strategies while avoiding the syndromes.
The thesis uses an eclectic research
Strategic drift occurs when organizations fail to adapt to changes in their environment over an extended period of time, leading to their gradual decline. It is caused primarily by an organizational culture that focuses too much on past strategies and traditions instead of evolving with new conditions. Companies can avoid strategic drift by cultivating a culture of proactivity, innovation, and constant environmental monitoring to allow timely adjustments to strategic plans. Failing to do so led to the downfalls of companies like Nokia and MySpace, which lost dominance as new competitors emerged to meet changing customer needs that they did not address.
This document provides an outline for a strategic management assignment on strategic decision making for a company called DL Limited.
1. It includes an introduction to strategic management and why it is important.
2. It performs an audit of DL Limited including a PESTLE analysis, SWOT analysis, and discusses Porter's 5 forces model and strategic positioning.
3. It reviews the literature on strategic decisions and discusses different schools of strategic thought.
4. It will critically analyze different frameworks for strategic decision making and provide recommendations to help DL Limited achieve its goals and objectives.
The document outlines three phases of organizational development: 1) The Pioneering Phase, where organizations are led autocratically by founders with informal structures. 2) The Scientific Management Phase, where growing organizations implement formal systems like standardization, specialization and coordination. 3) The Integration Phase, where organizations integrate different functions. It provides characteristics and potential problems of the pioneering phase and signals that introduce the scientific management phase to address increasing complexity.
Common Objectives Performance Management System for Not-for-profit and Public...Browne & Mohan
Designing Performance management system for government, public sector and not-for-profit organization is a daunting task. Many of these organizations pursue long-term programs and projects. Alignment of various groups, departments and individuals within each department is the need of the hour. However, many of these organizations suffer from functional silos and focus on financial measures only. Managing for results by directing right staff behaviour and initiative taking is not facilitated. In this paper Browne & Mohan consultants present a common objective approach that could be used to fix accountability, ownership and outcome based behaviour in public sector and non-profit organizations.
This document provides an introduction to strategic management concepts from Dr. Prashant Kalaskar. It defines key terms like strategy, planning, tactics, and differences between planning and strategy. It discusses the strategic management process including analyzing the internal and external environment, formulating strategies, implementing strategies, and evaluating strategies. The importance of strategic management for organizational success and survival is also highlighted. Stakeholders in business are defined as individuals or groups affected by organizational strategies and outcomes.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
If you were unable to attend this years HRPA Conference in Toronto and missed the presentation, find out more about our approach to helping organizations navigate the normal stages of growth. Find out what needs to happen for your business to successfully achieve its potential.
The Zapatistas are a group of indigenous Mexicans who have fought for improved rights and living conditions for indigenous people in Chiapas, Mexico since the 1990s. They employ guerrilla warfare tactics against the Mexican government to protest poverty, inequality, and trade policies they believe hurt indigenous farmers. Chiapas is resource-rich but many indigenous people live in poverty, inspiring the Zapatistas' armed uprisings and ongoing activism to demand more assistance and autonomy for indigenous communities in Chiapas.
The document uses a metaphor of filling a jar with rocks, pebbles, and water to illustrate the importance of prioritizing tasks. Rocks represent essential priorities that must be completed each day, like school, chores, and sleep. Pebbles are enjoyable activities one wants more time for, like hobbies and socializing. Water is optional activities that are nice to do if there is time. The metaphor teaches that by completing essential rocks first, one makes room for more pebbles and water activities in their daily schedule.
The document discusses strategic planning and change management. It defines a strategic plan as determining how an organization will utilize its existing resources and competencies, and identifies new resources needed, based on critical success factors. A strategic plan is developed through a multi-step process involving understanding customer needs, identifying performance gaps, setting priorities, and linking goals to internal processes. Strategic change can be incremental or transformational and is often triggered by external environmental or internal factors. Organizational culture also impacts the degree of change through elements like stories, rituals, and power structures. Change management aims to successfully implement strategic changes.
5 Essential Steps Leaders Must Take for A Successful Change ImplementationPavel Kuviarzin
Leaders must take five essential first steps to implement successful organizational change:
1. Define the ideal state where change is perceived as normal by envisioning policies, behaviors, and team interactions regarding change.
2. Share the definition with teammates and collaboratively decide on the top five definitions of the ideal state.
3. Decide the top five benefits that would result from achieving the ideal state of change.
4. Identify the top obstacles preventing the organization from reaching the ideal state and gaining those benefits.
5. Map each benefit to a related obstacle to track progress towards overcoming hurdles.
This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week
Bahner Richard HR eROI Execution at Deutsche BankRichard Bahner
This document discusses the Transformation Management Model, a process that helps organizations align human resources and business assets with business strategy and customer needs. The model enables organizations to respond more quickly to changes. It involves auditing business, HR processes, and customer needs; investing to achieve business goals; and ensuring each unit contributes to profits. Executing the model helps companies develop unique positions and achieve strategic advantages. Human resources plays a key role in establishing and supporting the transformation process throughout the organization.
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
1) Organizational change management involves understanding challenges to change, assessing an organization's current readiness, and implementing effective change strategies. This allows organizations to adapt to new technologies and business processes.
2) Key challenges to change include impacts to organizational structure, culture, business processes, and resistance to projects. Assessing readiness involves determining the current state and identifying barriers.
3) Readiness is critical to the success of initiatives like ERP implementations. Understanding challenges and conducting frank assessments allows for effective change management planning.
Evolution and Revolution as Organizations GrowVivek Kapoor
As organizations grow they witness various stages in their development. This presentation outlines these stages according to a theory, and highlights the problems organizations typically face in each of these stages
The document discusses the importance of assessing an organization's readiness for growth. It identifies three phases of growth an organization can be in: growing, stagnating, or declining. It emphasizes that while individual departments may have efficient processes, the greatest potentials for improvement often lie in the interfaces between departments. Properly clarifying interfaces through agreements on expectations and responsibilities is essential for coordinating efforts across an organization and enabling sustainable growth. The document provides examples of how failures to adequately address interfaces can undermine otherwise well-planned initiatives and result in missed deadlines, quality issues, and other problems.
This document discusses how HR processes are often conducted annually rather than continuously throughout the year. It uses a fairy tale analogy of a CFO and COO who only work for two months each year to illustrate this problem. The document argues that to maximize performance, companies should view their employees as a human system and implement strategic HR processes around performance management, compensation, and development on a continuous basis. When integrated properly, these processes can help align employees' goals with company strategy and keep them engaged and motivated year-round.
Performance Management White Paper by Hedda Bird (3C)Hedda Bird
A performance management white paper that enables you transform how you manage performance and ensure that strategy becomes action on the front line. Fully referenced with the best in class research alongside leading edge thinking. Also introduces the Performance Management Canvas as a completely different approach as a fresh approach to re-thinking the purpose and practice of managing performance in organisations large and small.
The 7S model is a management framework developed by McKinsey consultants Robert Waterman and Tom Peters to assess how well an organization's management aligns seven internal elements to support its strategy. The seven elements are: strategy, structure, systems, shared values, style, staff, and skills. The model helps identify what needs to be realigned to improve performance or maintain alignment during changes. It examines how changes in one element impact others. While useful, the model is limited by not considering external factors and not explicitly defining performance. McKinsey also developed a multifactor matrix with GE to evaluate industry attractiveness and business strength.
This document provides a summary of a master's thesis titled "Cracking the Code of Strategy Execution". The thesis explores why there is often a gap between corporate strategy formulation and execution. It aims to understand the causes of this gap and provide a method for organizations to successfully bridge it.
The thesis is divided into three parts. Part one defines the gap, examines why strategy execution fails, and what strategy execution entails. Part two identifies five "strategy execution syndromes" that can inhibit execution, such as resistance, lack of motivation, and groupthink. Part three proposes a strategy execution model and provides guidance on translating, adapting, and implementing strategies while avoiding the syndromes.
The thesis uses an eclectic research
Strategic drift occurs when organizations fail to adapt to changes in their environment over an extended period of time, leading to their gradual decline. It is caused primarily by an organizational culture that focuses too much on past strategies and traditions instead of evolving with new conditions. Companies can avoid strategic drift by cultivating a culture of proactivity, innovation, and constant environmental monitoring to allow timely adjustments to strategic plans. Failing to do so led to the downfalls of companies like Nokia and MySpace, which lost dominance as new competitors emerged to meet changing customer needs that they did not address.
This document provides an outline for a strategic management assignment on strategic decision making for a company called DL Limited.
1. It includes an introduction to strategic management and why it is important.
2. It performs an audit of DL Limited including a PESTLE analysis, SWOT analysis, and discusses Porter's 5 forces model and strategic positioning.
3. It reviews the literature on strategic decisions and discusses different schools of strategic thought.
4. It will critically analyze different frameworks for strategic decision making and provide recommendations to help DL Limited achieve its goals and objectives.
The document outlines three phases of organizational development: 1) The Pioneering Phase, where organizations are led autocratically by founders with informal structures. 2) The Scientific Management Phase, where growing organizations implement formal systems like standardization, specialization and coordination. 3) The Integration Phase, where organizations integrate different functions. It provides characteristics and potential problems of the pioneering phase and signals that introduce the scientific management phase to address increasing complexity.
Common Objectives Performance Management System for Not-for-profit and Public...Browne & Mohan
Designing Performance management system for government, public sector and not-for-profit organization is a daunting task. Many of these organizations pursue long-term programs and projects. Alignment of various groups, departments and individuals within each department is the need of the hour. However, many of these organizations suffer from functional silos and focus on financial measures only. Managing for results by directing right staff behaviour and initiative taking is not facilitated. In this paper Browne & Mohan consultants present a common objective approach that could be used to fix accountability, ownership and outcome based behaviour in public sector and non-profit organizations.
This document provides an introduction to strategic management concepts from Dr. Prashant Kalaskar. It defines key terms like strategy, planning, tactics, and differences between planning and strategy. It discusses the strategic management process including analyzing the internal and external environment, formulating strategies, implementing strategies, and evaluating strategies. The importance of strategic management for organizational success and survival is also highlighted. Stakeholders in business are defined as individuals or groups affected by organizational strategies and outcomes.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
If you were unable to attend this years HRPA Conference in Toronto and missed the presentation, find out more about our approach to helping organizations navigate the normal stages of growth. Find out what needs to happen for your business to successfully achieve its potential.
The Zapatistas are a group of indigenous Mexicans who have fought for improved rights and living conditions for indigenous people in Chiapas, Mexico since the 1990s. They employ guerrilla warfare tactics against the Mexican government to protest poverty, inequality, and trade policies they believe hurt indigenous farmers. Chiapas is resource-rich but many indigenous people live in poverty, inspiring the Zapatistas' armed uprisings and ongoing activism to demand more assistance and autonomy for indigenous communities in Chiapas.
The document uses a metaphor of filling a jar with rocks, pebbles, and water to illustrate the importance of prioritizing tasks. Rocks represent essential priorities that must be completed each day, like school, chores, and sleep. Pebbles are enjoyable activities one wants more time for, like hobbies and socializing. Water is optional activities that are nice to do if there is time. The metaphor teaches that by completing essential rocks first, one makes room for more pebbles and water activities in their daily schedule.
The document summarizes key physical geographic features of Europe. It describes several major rivers that flow through multiple European countries including the Rhine, Danube, and major mountain ranges like the Alps, Pyrenees, and Ural Mountains. It also outlines several peninsulas within Europe and adjacent seas and plains, including the Scandinavian Peninsula, Iberian Peninsula, Mediterranean Sea, and European Plain.
Economic growth within a country is influenced by four key factors: investment in human capital through education and training; investment in capital goods like factories and machinery; availability of natural resources; and level of entrepreneurship. A country's gross domestic product, which measures the total value of goods and services produced domestically in a year, is used to measure economic growth and standard of living. For a country to have sustained economic growth and a rising standard of living, it needs ongoing investments in both human and physical capital.
The document discusses several long-term causes of WWI: nationalism caused tensions as countries felt pride in their own identity and culture; imperialism led countries to compete for colonies and global influence; and militarism resulted in an arms race as countries built up their armed forces. These factors increased rivalry between European powers. They also formed alliances that bound them to support each other militarily, escalating the conflict when war broke out.
The document discusses structured problem solving techniques including situational awareness, process mapping, identifying customer requirements, problem identification, root cause analysis, implementing changes, and control methods. It provides examples of tools that can be used at each step such as affinity diagrams, histograms, scatter plots, 5 whys, tree diagrams, and benchmarks.
SUPPLEMENTAL INPUTS IN BUDGET PREPARATION FOR THE BARANGAYcorinnecadavis
The document provides guidelines for barangay budget preparation and computation of honorarium increases and leave credits. Key points include: appropriations should not exceed estimated income and 20% of regular income must go to debt; 20% of IRA must fund development projects; honoraria increases are computed based on a percentage of the total amount available and increase amounts are distributed proportionately; leave credits are computed based on number of sessions attended and multiplied by monthly honorarium amount.
The document provides an overview of the barangay budgeting process. It discusses the key stages which include budget preparation, authorization, review, execution, and accountability. The punong barangay prepares the budget with input from others. It is then authorized through enactment by the sangguniang barangay. The approved budget is then reviewed by the sangguniang bayan to ensure compliance. Once enacted, the punong barangay is responsible for budget execution and ensuring accountability of funds.
Has your company ever implemented a quality initiative that failed? Quality initiatives often are seen by executives
as a financial burden and by employees as a way to make them work harder. Is this true? How can organizations
benefit from implementing a quality initiative successfully and how can they do that? Which initiative has proven to
be successful when implemented correctly? Six Sigma!
The Success And Failure Of Implementing Six SigmaAngie Lee
The document discusses the history and role of Six Sigma and Lean in manufacturing. It explains that Six Sigma originated from efforts in the 1980s at Motorola to reduce defects in manufacturing processes. The concept aims to reduce variation and improve quality. Lean manufacturing also focuses on eliminating waste to improve efficiency. Together, Six Sigma and Lean aim to standardize processes, identify and remove sources of defects, and continuously improve manufacturing quality and efficiency. The document provides background on the individuals and theories that influenced the development of these process improvement methods.
Getting Six Sigma certified involves training, passing an exam, and completing projects. It demonstrates skills in problem solving, cost reduction, and process improvement. A certification establishes credentials as a quality management professional and opens career opportunities as a specialist, leader, or manager. Choosing the right training partner is important to ensure comprehensive learning of Six Sigma concepts and tools.
Six Sigma is a set of tools and techniques used to improve business processes and reduce errors. It uses statistical methods to identify and remove defects in processes. The goal of Six Sigma is to ensure that processes operate with no more than 3.4 defects per million opportunities. It has two main methodologies - DMAIC which improves existing processes and DMADV which designs new processes. Six Sigma aims to focus on customers, measure processes to identify problems, eliminate defects, involve stakeholders, and ensure flexibility to change.
Getting six sigma into the DNA of your organisationi-nexus
Effective leadership is essential to successfully embedding Six Sigma in an organization's DNA. Leaders must adapt their priorities and dedicate significant time (over 10% of their time) to Six Sigma depending on the deployment phase - from generating enthusiasm in early phases to maximizing ROI in later phases. Successful organizations implement a closed-loop "Business Improvement Cycle" aligned with business objectives that integrates performance management, project selection, execution, and process management. This ensures continuous and sustainable improvement. Effective leadership establishes this improvement cycle and guards against focusing too much on urgent/important tasks at the expense of important long-term activities.
1) Pharmaceutical companies are increasingly adopting Six Sigma processes to reduce costs, time-to-market for drugs, and inefficiencies in manufacturing, sales, and R&D.
2) For Six Sigma to be truly successful, executive leadership must commit to implementing it throughout all company operations and facilitating a culture change.
3) While Six Sigma has proven effective at streamlining processes in other industries, challenges in the pharmaceutical industry around pricing pressures and patent cliffs are driving more companies to consider how Six Sigma can address inefficient practices.
This document provides an overview of Lean Six Sigma methodology. It discusses the key concepts of Lean, Six Sigma, and their synergistic relationship. It outlines the critical elements for successful Lean Six Sigma deployment, including executive commitment and financial accountability. Key roles like Master Black Belt, Black Belt and Green Belt are defined. The DMAIC process for process improvement projects is summarized. Guidelines for selecting high-impact projects and avoiding poorly-defined projects are also provided.
This document discusses how integrating Six Sigma methodologies with business analysis can improve projects and offer additional tools for business analysts. It focuses on how Six Sigma techniques like process mapping, benchmarking, flow charts, Pareto analysis, and cause-and-effect diagrams can augment enterprise analysis and solution assessment/validation. The document also uses case studies of GM and Toyota to illustrate how Six Sigma principles could have helped identify issues. Key benefits identified are more accurate needs analysis, convincing business cases backed by data, and ensuring solutions deliver intended value through validation techniques like hypothesis testing and defect assessment.
This document provides an overview of the Six Sigma methodology. It defines Six Sigma as both a quality management methodology that uses tools and theories to improve processes and reduce defects, as well as a statistical concept where higher sigma levels result in fewer defects. The goal of Six Sigma is to achieve near-perfect processes with 3.4 defects per million opportunities. It explains that Six Sigma systematically identifies problems, reduces errors and waste, and improves processes to increase quality and customer satisfaction while decreasing costs.
Six Sigma is a data-driven methodology for improving business processes and reducing defects. It uses a five-phase approach called DMAIC (Define, Measure, Analyze, Improve, Control) to systematically identify and eliminate defects. Six Sigma aims to achieve 3.4 defects per million opportunities to guarantee complete customer satisfaction. It requires commitment from top management and training employees in Six Sigma techniques to achieve its quality goals.
This document outlines a chapter on demand planning, forecasting, and demand management. It discusses basics like moving averages, exponential smoothing, and regressive analysis as forecasting techniques. It also covers factors that affect forecast accuracy and discusses approaches like postponable products and collaborative planning that can influence demand. The document then evaluates GE's organizational culture, describing it as high in ethics. It analyzes six variables evident in customer-responsive cultures, noting how GE meets each one.
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SIX SIGMA 8
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Six Sigma is a method that offers organizations tools for enhancing the capability of their business processes. When it comes to supply chain, it increases the performance and brings down process variation lead to improvement in quality of services and products, morale of workers, and profit. It also brings down defect reduction. Where a process is properly controlled in supply chain management, the commonly used term is Six Sigma quality. The purpose of this paper is to explain how Six Sigma works, its advantages and disadvantages, how it improves supply chain efficiency, and some companies that have implemented it.
How Six Sigma works
Due to the Six Sigma, systems are easily set up for improvement through the use of defined metrics for manufacturing and service. This makes it possible to determine and properly select the correct business project in line with business goals of an organization. Selecting and training the right individuals to occupy various positions in a company can be improved through the use of Six Sigma (Bozarth, Handfield, & Weiss, 2008). A supply chain management that has been improved will adhere to a disciplined process, which is defined by a system of four macro phases. The phases are measure, analyze, improve, and control (MAIC).
Measure phase – this phase measures the supply chain system that is in existence. Reliable and valid metrics for monitoring progress has to be established. The expectation of customers is established. The potential critical process or product has to be identified and described. Another thing that is needed is doing the measurement system analysis. This will relate to determining reproducibility, repeatability, accuracy, and precision of each and every instrument utilized in the process so as to make sure everything is capable.
Analyze phase - this phase entails examining the system with the goals of determining ways to do away with the gaps that is present between the desired goal and current performance of a process or system. The reason why defects are evident in the supply chain is determined during this phase. So as come up with potential variables, statistical analysis is used. The variables that are determined are those that impacts the outcome. Variables can easily tell the root cause of a problem (Christopher, & Rutherford, 2004). Developing a list of factors that can impact the desired outcome becomes easier here. Two things that should be done during this phase are isolating and verifying critical process and carry out studies relating to the measurement system.
Improve phase – this phase relates to seeking optimal solution as well as creating test plan regarding actions to be im ...
The document discusses Six Sigma, a data-driven approach to process improvement originally developed by Motorola in 1986. It aims to reduce defects in products and services by identifying and removing sources of errors and minimizing variability. The key aspects covered are:
- Six Sigma aims for 3.4 or fewer defects per million opportunities by driving processes to operate within 6 standard deviations of the mean.
- It uses methodologies like DMAIC (Define, Measure, Analyze, Improve, Control) to improve existing processes and DMADV (Define, Measure, Analyze, Design, Verify) for new processes.
- When implemented as a management system, Six Sigma helps align improvement efforts with business strategy to accelerate
Asq sp 2003 integrating improvement initiatives six s sw, cmmi, psp y tsp, a...JULIO GONZALEZ SANZ
This document discusses how several software improvement initiatives relate and can be integrated, including Six Sigma, CMMI, PSP, and TSP. It provides overviews of each approach and discusses their similarities and differences. Six Sigma focuses on measurable business benefits, while CMMI defines best practices. PSP and TSP aim to improve individual and team software development processes. The document also describes how one organization integrated these initiatives by defining the connections between them to avoid confusion and conflicting priorities. This clear communication of relationships is important for successful deployment of improvements.
Introduction Of Six Sigma for IT & BPO by Vision RavalVision Raval
Six Sigma is a methodology that companies use to reduce defects in processes and improve quality. It involves defining, measuring, analyzing, improving, and controlling processes to achieve a goal of 3.4 defects per million opportunities. Implementing Six Sigma involves establishing leadership commitment, forming a core team, providing training, defining goals and processes, identifying performance gaps, defining improvement projects, and establishing performance measures and incentives. The process flow includes establishing leadership and a core team, training, conducting periodic reviews, defining goals and current performance, identifying gaps, defining improvement projects, and creating an incentive system to drive implementation.
The document discusses the benefits of Lean Six Sigma for employees. It notes that while top-down support is important for deployment, sustained success also depends on employee commitment. To gain employee buy-in, companies should define "WIIFE - What's In It For Employees" and identify change leaders to communicate benefits. Recognition for generating results and linking Lean Six Sigma to performance reviews can further motivate employees. The document also addresses challenges with low mix production models and potential future applications of Lean Six Sigma such as in marketing, accounting, education and addressing social and environmental issues.
This document provides an overview of Six Sigma, including its key concepts, methodology, and implementation process. Some key points:
- Six Sigma aims to eliminate defects by systematically reducing process variation and managing it to near zero. It is a data-driven, multi-step approach focused on meeting customer needs.
- The DMAIC and DMADV methodologies are the two approaches used in Six Sigma. DMAIC is for improving existing processes, while DMADV is for designing new processes.
- Successful Six Sigma implementation requires defining organizational roles like Champions, Master Black Belts, Black Belts, and team members. Projects are selected and led by these roles using the Define-Measure-Analyze
Developing global manufacturing operationscarolllee
Manufacturing companies are increasingly developing global operations to take advantage of lower costs, geographic locations, and resource availability. However, managing global manufacturing operations remains a significant challenge. This article explores 10 key issues, challenges, and potential solutions for multi-national manufacturing organizations operating globally, such as developing a clear management philosophy and organizational structure, implementing common global systems, facilitating collaborative operations, and focusing on brand management and process quality improvement initiatives.
FMEA (Failure Mode and Effects Analysis) is a systematic process for evaluating potential problems and failures within a design, manufacturing or production process. It helps identify the effects of risks and introduce control measures to eliminate them. FMEA was first developed in the aerospace industry in the 1960s and has since been applied in various industries for risk management. It involves identifying potential failure modes in a system, assessing their severity, occurrence and detection, and determining how to reduce risk. FMEA supports continuous quality improvement efforts.
1. A GUIDE TO IMPLEMENT SIX SIGMA IN YOUR PROCESS
The last decade has been very kind to the global industry with increasing market sizes
fuelling global competition and sudden surges in market shares. Companies have put
customers and their managers at the forefront of their strategies with minimal or no
concern to the excesses availed. Unfortunately such a market built on inflationary claims
doesn’t last long and when the markets came crashing down panic gripped the financial
and non-financial markets, with a sudden need to cut costs and rationalize business and
corporate spending. The quest for a rationalizing mechanism has lead the industry to the
old and tested tools of management such as LEAN, Six Sigma amongst others, but are
these solutions appropriate for all or they need to be applied with caution is what the
author tries to explain in this article.
This article summarizes the necessities for implementing a program such as Six Sigma
and highlights the dos and don’ts. This article can be viewed as a guide or a catalyst for
debate but the article is not necessarily designed to be a rule book.
INTRODUCTION TO SIX SIGMA
Six Sigma as it was implemented in Motorola by Bill Smith was designed to be a process
improvement methodology specifically in the manufacturing sector. It was designed to
bring down the number of defects through various tools which are used individually or in
combination to reduce variances in cost, quality and time.
Increasingly this tool has been used in other process and functions such as HR and
management wherein it has gained a reputation to be an effective tool. Yet in our
approach to Six Sigma and its development to a management tool we still have to
understand that just as other business management tools, this tool has also a tendency to
fail not because of ITS flaws but because of the way in which it is implemented.
THE THREE KEY ELEMENTS
As a marketing person I have tried to look at analogies within the subject to explain the
key aspects for implementation of Six Sigma.
The marketing function looks at the 4p’s of marketing i.e. Product, Promotion, Price and
Placement; these factors both individually and collectively decide the success of a
product/service in the market. Similarly I have tried to identify three key factors which
could influence the success or failure of a six sigma program.
2. Process Management
Organization
People
The paragraphs below would look into each component in detail
ORGANIZATION
An organization is formed through merger of people and processes both of whom are
appraised on the basis of their performance. Though processes have increasingly taken a
key role in large multinationals, let us not forget the driving force behind these processes
is people.
The organization is formed of various capabilities which make it unique and provide the
necessary competitive edge to survive and grow in the market. These capabilities are
however acquired through individual employees exhibiting their competencies and using
them to drive a process, this is why this triangle is inverted with people given the most
importance.
PEOPLE
When we refer to people we not only refer to the individual needs but the societal needs
exhibited as culture. For understanding how we can drive Six Sigma in our organization
we need to first understand what tools we use in this process.
Six Sigma has evolved as a set of tools with origins in Deming’s, Juran’s Taguchi’s and
other gurus’ principles and teachings on quality. Most of these principles were first
adopted by the Japanese, the fundamental reason being these tools fit their culture best.
It is important that we analyze the existing culture within the organization as well as the
possible cultural effects of implementing this methodology. Six Sigma needs a
fundamental/paradigm shift in how managers and workers approach quality. No longer
are manager’s just facilitators within this process but they form an active part of the
process. We need to understand that a Six Sigma culture drives quality as a collective
responsibility and not as most western management systems do i.e. through competition.
This does not mean that a Six Sigma organization is not competitive, but it competes with
3. others in the market and not with itself. Hence it is important that there is a cultural shift,
with an increased spread of both responsibility and authority to drive Six Sigma.
As a part of the above argument I feel that any Six Sigma program should be spear
headed by the operators and workmen and not the management. This does not mean that
every workman needs to be trained in Six Sigma, rather they need to form the most
important link in the chain. As managers or consultants our role should be to guide them
in this endeavor and not demoralize them by using our authority. Often we tend to forget
this and hence many organizations do Six Sigma projects, which very rarely generate
revenue/results as most do not consider the operator/process owner’s interests.
The next important factor we need to consider is that, the tool we are using relies on
advanced statistical methods to arrive at solutions. It does not mean that Six Sigma is
about statistics but statistics is an integral part of this methodology. Hence it is necessary
that the people who implement Six Sigma have the comfort and confidence in using such
a tool and therefore as a manager it would be wise to start with a less demanding system
such as Kaizen or LEAN before exposing the team to Six sigma.
Thus I feel that there are two key aspects which a manager needs to work (at the people
level) on before implementing Six Sigma they are:-
• Cultural Fit with Six Sigma
• Comfort fit with Six Sigma
• Knowledge fit with Six Sigma
PROCESS
To understand the importance and influence of Process on Six Sigma we need to revisit
the definition of Six sigma which is –
Six Sigma is a methodology which uses a set of tools to reduce variations in a process
and bring about overall improvement.
This definition leads us to define the variation that we are striving to reduce, all variations
or some in particular. To answer this question we need to then understand the causes of
variation i.e. common and special causes. For this article’s purpose I assume that the
reader can define the two causes so that we can focus on the key issue.
In Six Sigma it is said that the elimination of special causes would result in the process
achieving 3 sigma i.e. 66,800 defects in a million. It is only when the common causes are
eliminated does a process achieving a higher sigma rating. Hence it needs to be
ascertained by the manager if he/she needs to eliminate special or common causes and it
is important that he/she is able to classify and define them at the earliest. If the manager
4. fails to do so it would lead to wastage of resources as special causes can also be tackled
with simpler tools such as Kaizen and LEAN.
The next element to be considered is the complexity of the process. Even before a
manager contemplates the use of Six Sigma it is important he/she understands the
complexities of the process. The more complex the process the more difficult it would be
to implement Six sigma methodology and as a consequence would add additional strain
on the company’s resources. It would be business prudence to first simplify existing
processes and then implement Six Sigma.
Thus the author feels that the key issues in processes are:-
• Type and nature of variation
• Complexity of the process
MANAGEMENT
The current economic situation has put a lot of strain on the resources of companies,
leading to a greater focus on performance and performance related issues. But most of the
companies fail to understand that non-performance creeps into an organization because of
non-performing systems (including HR) and not non-performing people, this is what
most of the Japanese firms have understood and hence their focus on training across the
hierarchy and belief in continuous improvement. Such systems are immune to non-
performance and protect an organization from accumulating non-performance assets.
Six Sigma as a philosophy, works towards reduction of this non-performance by
eliminating variation and improving the process. But it does so focusing on a single
process and hence needs to be implemented across the organization. It also believes in
continuous improvement and training like the Japanese and like their programs runs for a
longer period of time. It has certain organizational needs which can be listed as follows:-
• Top management support
• Need for a dedicated project lead
• Need to allocate a dedicated team for the project
• The team requires to be multifunctional for improved effectiveness
• The team requires time apart from their regular work time
• They need time to pinpoint the problem, collect data, validate data and implement
the findings. A typical project needs at least 3-6 months from the Define phase to
the Control phase
• They need to work together with the process owners and hence the latter’s
approval is also necessitated
• Most importantly they need access to financial resources
5. Thus the key for any manager before considering implementing Six Sigma is to consider
whether the above criteria can be met and whether the company can spare time and
resources to go ahead with implementing this exercise. All big corporate such as GE,
Honeywell and Motorola would have encountered these issues and hence they have
separate teams to look into process improvements but at the onset their managers would
have had to make the very same decisions that would haunt you as managers if you are
implementing Six sigma for the first time in your organization.
The above mentioned organizations harnessed the benefits and converted process
improvements into financial results and that is probably the reason why they have
separate teams and verticals working on such projects. As managers implementing Six
Sigma for the first time, you would also need to prove the benefits in terms of financials
and only then would the performance be rewarded and replicated across the organization.
Thus I feel it is important for the manager to:-
• Perform a cost to benefit analysis before implementing Six Sigma
• Get the top management support
• Check availability of staff
• Willingness of the staff to spend additional project time
• Willingness of the company to spend additional resources
• Finally to define the scope and deliverables of the project in people, process and
financial terms
It is only then that the manager can expect performance out of his project and team,
further the company and top management would feel justified in investing in such
projects which have clear deliverables, requirements and outcomes. Because lot of
managers forget these preliminary requirements, they get frustrated when their projects
fail or are scrapped midway. They feel lonely and let down, but what they do not
understand is that it I they who have let down themselves and not the organization, hence
it is they who need to rethink their strategy on how to implement Six Sigma.
Therefore it is important for all of us to understand that as a methodology Six Sigma has
its own requirements which can be classified as above. What as managers we need to
understand is that if and only if we are able to meet the above mentioned requirements
should we think about implementation/introduction of Six Sigma in our organization.
Else it will be personally, carrier wise and a financially prudent decision to first prepare
our organization and team with much simpler quality/management tools and assignments
and progress towards Six Sigma at a later stage.
"The difference between failure and success is doing a thing nearly right and doing a
thing exactly right." Edward Simmons