Sustaining Continuous Improvement In Times Of Change
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This document discusses signs that indicate a need for change to sustain continuous improvement efforts. It identifies potential external factors like a business being for sale or uncompetitive. Internal factors include a Six Sigma program not being critical to business success or having complacency. The response is to acknowledge imperfections and get to work changing the status quo of programs and personally. Suggestions are provided for reinventing Six Sigma programs and changing oneself to disrupt the personal status quo. Attendees were tasked to share initial status quo change ideas with someone new.
Sustaining Continuous Improvement In Times Of Change
- 1. Sustaining Continuous Improvement In Times Of ChangeWORKSHOP, Sept. 15 2010Generating Six Sigma Status Quo Change2010 Tulsa Continuous Improvement Conference
- 2. Status Quo Change – Outside ForcesSIGNS OF BUSINESS STATUS QUO CHANGE Business for Sale
- 3. Business not competitive, over capitalized. For public companies - needs to be (and soon will be) for sale Executive leadership remote - lost confidence in the business Product and processes not mentioned or lip service onlyMore interested in market value than service Leadership flavor of the day syndromePlenty of imitative – no reporting of results after initial fanfareExecutive leaders are human too, when threatened by change will put their own interests ahead of business systemBusiness leaders can be victim of "group think", “Gutting” a business for profit is accepted practices
- 4. Status Quo Change – Inside FactorsSix Sigma Program Not Critical to SuccessProgram not core to the businessThe value-add of your program is not “adding-up”.Savings are "paper" dollarsSix Sigma savings not counted, insignificant, or not believedNo problems to solve or a market need to be metYou love you idea so much, but are building something nobody wants.Business enjoyed market leadership; you don’t believe in competitorsComplacency, continue to believe nobody can be better at what we doSpeed is a critical to quality for your businessYou don’t believe you can deliver any faster. You believe your creation is perfect Truth is that there are likely chinks in the armor that you have failed to see
- 5. Response – External or Internal ForcesIf your business or program suffers from any of the above symptoms, then a dose of truth and humility is the cure. Most likely, what you believe is false. In other words, that baby you feel is so angelic and perfect, is most likely pretty average looking. Acknowledge that nothing is perfect. Remember that the reason you are in the Six Sigma world is for the pursuit of perfectionGet to work changing your Six Sigma Status Quo.
- 6. Status Quo Program Change Improve the programFix your program, better, faster, cheaper applies to CI Find a new burning platform, align with business constraintContribute to “Value-add” portion of businessBecome a new programGet new metrics get stale, loose value over time (Goodhart’s Law)Organizations get excited with new buttons – embrace flavor of the day while maintaining the oldMove the programNew Executive SponsorOperationalize!
- 7. Workshop Responses: Six Sigma Program ChangeTake WIIFM seriously:Orient program to understanding and solving internal customer’s problemsAct as Double Agent:When working with operations, listen and respond at that level and when working with management, listen and respond at that level.Use other’s ideas:Seek group decisions to drive both consensus, and program buy-inDo a better job cascading program through organization:Vision, goals, successes Focus on visual improvements, communicate and make publicUse visual metrics, make visible broadly.Add innovation, other positive measures to program metrics, change metrics.Improve Program Accountability:- for program results, financials- process improvement ownership after the projects are complete- validate / communicate program successesSeek to reach Influencers in your organization, tie program strongly to strategic plan.Train, help frame Executive ExpectationsExpand Deployment Move to areas vital to organization’s health, strategyPush Belts into operationsID new benefitsEngage team on Value-Add benefitsRedeploy resources “saved” , i.e. headcount, to Value-Add areas
- 8. Brainstorm Six Sigma Status Quo ChangeWhat can be done to re-invent your Six Sigma Program to beneficially upset your program Status Quo?Group by numberA team: 1,4,7,10,13,16,19,22,25B team: 2,5,8,11,14,17,20,23,26C team: 3,6,9,12,15,18,21,24,27
- 9. Status Quo Personal Change Change YourselfBetter, faster, cheaper applies on a personal levelFind a new sponsor or a new burning platform Move to a new organizationOperationsNew company
- 10. Brainstorm Personal Status Quo ChangeWhat can you do to re-invent your Six Sigma Status Quo?Group by numberA team: 1,5,8,10,13,17,20,21,26B team: 2,6,9,11,12, 14,18,24,27C team: 3,4,7,15,16,19,22,23,25
- 11. Status Quo Personal Change Be ObservantJoin Professional GroupsVisit other locations, jobsSeek a mentor / be a mentorShare personal improvement goals & communication effectivenss360 feedback for projectsSeek personal feedbackVideo feedbackAsk for and use plus/delta’s for program, training, etc.Stay flexibleRead an article / day, complete your certificationsExpand personal network, use LinkedInParticipate in “stretch” activities, use an unfamiliar toolSay “no” / turn of emailWork on your Emotional Intelligence (EQ)
- 12. Final Workshop TaskTrade 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.
- 13. WARNING SIGNS THAT DEMAND ATTENTION