December 7, 2011 § Leave a comment
By George Daniels
Numerous companies are now using or have been introduced to lean and/or six sigma concepts for improving performance. If you are not using them or are not familiar with them, then without a doubt you will be at a disadvantage to those that have.
There are now institutes and numerous resources available to assist in lean and six sigma programs, and the Plexius Group has a team of experts to as well. The first program implemented by our experts using both lean and six sigma was almost thirty years ago before it was even named.
However the critical issues not addressed by many of these resources is how to make these efforts a manageable and sustainable process, how to transition an improved process into a new innovative one, and finally how to insure the efforts are in sync with the business strategies and customers’ needs.
The following pictorial from The book “Staying Lean: Thriving, not just surviving” by S A Partners helps to visualize these points:
The model suggests what in fact happens in most businesses. The experts, the consultants and the “six sigma belts” come in and tackle the cream off the top (above the water line).
As the manger you can’t help but be impressed with the results, feeling you got your monies worth.
If they have not left you with an organizational system of continuous improvement then the true bonanza will not be visible nor will it be worked on.
It is this effort that is the most valuable to your business today and every day after.
The objective is how to get below the water line. The Plexius Approach does just that and is only three steps:
1) Alignment and Synchronizations of actions with Strategy
2) A Management System that ties improvement efforts with business goals and customer needs
3) A problem Solving Culture driven by the business goals and Customer needs
All improvement efforts must be aligned with your future direction and its needs in order to optimize their value. Our group is qualified through our unique “Life Cycle Methodology” to provide solutions to this issue. It is about the future product and service decisions relative to the market needs and technological trends. Thus the Plexius Group provides you with the critical business intelligence that allows you to create alignment with surety and minimize risk. The last thing you want is a major effort improving yesterday’s needs.
Next if you have numerous improvement projects going on, as the CEO you know how difficult and time consuming the management process is and how you are concerned that each project is focused, controllable and measurable to results. This becomes the second required element. The need for management reports that drive the improvement process. You cannot review all projects all the time in person. The reports we use today such as P&L’s, Balance sheets, Cash flow, project reviews and the like are insufficient at best. A Management process that drives improvement, that ties improvement to business goals and that ties business goals to customer and internal needs would be invaluable. It is invaluable and the Plexius Group will assist you in developing and implementing a proactive, improvement driven, results oriented management process. A simple Management Operating System (MOS) to drive your future.
The third step is to tie the MOS to the actions of each improvement team effort. This provides the structure for a continuous improvement culture, where each and every employee is bettering the performance of the company within their skills, measurable and verifiable. Not just the consultants and “belts”. The results are the water level recedes quicker allowing for new projects to be tackled and breakthroughs to occur.
If you are a Shingo Award or Baldrige Award recipient then this is probably not knew as the approach outlined above is a prerequisite to being the Best and moving beyond just a Lean and Six Sigma project.
Answering the following questions is a good barometer and thought provoker.
- You do not know or are unsure of the number of improvement projects in your company. True—— False——-
- The improvement projects are generally led by specialists. True—– False—–
- You have already done lean or six sigma. True—— False——-
- Your cost reduction results per year are less than 5%.True—- False–
- The number of improvement projects is far less than the number of employees. True—- False—-
- Too often we seem to be fixing the same problem. True—- False—-
- Innovation is scarce or limited. True— False—
- The number of improvement projects is limited by management’s time and the number of experts. True— False —-
- You do not have a report that summarizes the improvement in business objectives and customer needs by project. True— False —
Every question answered “true” is an opportunity. If you would like more information or further the conversation please contact me at email@example.com.