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CHAPTER SEVEN
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(yellow), and three are a stop (red). In real life we overreact to aberration and then accept the new pattern. In reality, we may be unable to affect chance variation; however, we may be able to change the pattern. Based on the data analysis, actions must be initiated. In most cases, no one person or department may be able to remedy the unacceptable situation or solve the process problem. A clearly defined goal, a cross-functional team, and a sound problem-solving approach are required.
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WAR ON WASTE
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H. James Harrington and Kenneth Lomax in Performance Improvement Methods (2000) defined a war on waste (WOW) approach to improving performance. The authors recommend developing battle plans to conduct the war on waste. The battle plans include data analysis weapons, idea generation weapons, decision-making weapons, and action execution weapons. The DMAIC methodology of Six Sigma incorporates some of these tools as well. The challenge here is that too many people know too many tools, but only a few of those people have the guts to practice them. Some of the common roadblocks in using these tools are identified by Harrington and Lomax:
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Lack of time Lack of problem ownership Lack of problem recognition Errors as an acceptable way of life Ignorance of the importance of the problem Belief that no one can do anything about the problem Insufficient allocation of resources by management People trying to protect themselves and blaming others Belief in good enough Headhunting managers
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IMPLEMENTING THE SIX SIGMA BUSINESS SCORECARD
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To avoid such roadblocks, the leadership must identify what s required for the business to capitalize on improvement opportunities. The steps include making the problem visible, stating an expectation to eliminate the problem, training employees in problem-solving tools, demonstrating an understanding of the problem and modeling the process of correcting it, communicating the solution, establishing a system to verify effective implementation of the solution, and recognizing the contributions of those who helped solve the problem. Managers must avoid using their experience to quickly arrive at the solution without objectively reviewing the data analysis. Instead, management must establish the expectations and facilitate an innovative solution by employees. Managers can look into the following pitfalls in the problem solution methods using the Six Sigma Business Scorecard:
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Collecting irrelevant data Using incorrect data Inability to respond in time Analysis of partial data Highlighting trivial problems Analysis paralysis
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If one can deter such activities, the problems will be readily solved and benefits will be realized.
MANAGING CHANGE
Any new project starts with a lot of enthusiasm from a few change agents. However, that change must become contagious throughout the organization and contribute to a positive experience for the business as a whole. During any project s life cycle, the starting point is the most pleasant, with its associated fun and festivities. As the project starts, teams are formed, objectives are defined, plans are developed, and progress is made. When a cross-functional team starts working, members
CHAPTER SEVEN
from the various departments may have different expectations. They have different priorities and levels of commitment. The team goes through the famous four stages: Forming, Storming, Norming, and Performing. During the Forming stage, the members in the team are identified, and their roles are defined toward a common objective. During the Storming stage (initial meetings), the team members present their views and their experiences and assert their wills. This Storming stage might last from one meeting to several meetings. As everyone on the team is heard, a common understanding of one another s views is developed. With that common understanding, the team s methodology and rules are established, the team leader playing an important role in establishing them. This is the Norming stage. Within the scope of the objectives and span of the team rules, members reach the Performing stage and participate in implementing the desired change, in this case, the Six Sigma Business Scorecard. Once the planned change has been implemented, it is monitored for a period before the team is discontinued. In the early phase of the change process, team members and the corporation invest resources to develop methods to work together to implement the change. Somewhere after the first quarter of the change process, leadership might become concerned if few results are evident. This unfulfilled expectation leads to dissatisfaction and frustration, among both leaders and team members. A leader with a shallow commitment might intervene at this point and disrupt the change process, changing the team players and redefining the objectives. These actions could be fatal to the strategic initiative and counterproductive to the corporation. At this point, leadership that focuses on short-term goals might even make a change in personnel, firing some individuals, including consultants if they are vulnerable. This is one reason why leadership embracement of the full concept is important. The leadership must be committed from the outset to the complete cycle of the change process, as shown in Figure 7-1. As resources are invested in a change process and few tangible results are evident, team morale may slip because their effort appears to be going nowhere. After the halfway point,
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