Comments on: "If you didn’t do it in Six Sigma, then it didn’t happen." http://www.leanblog.org/2008/09/if-you-didnt-do-it-in-six-sigma-then-it/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Fri, 10 Feb 2012 10:01:31 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Anonymous http://www.leanblog.org/2008/09/if-you-didnt-do-it-in-six-sigma-then-it/#comment-4051 Anonymous Fri, 03 Oct 2008 14:22:00 +0000 http://leanblog.bigbigdesign.net/2008/09/if-you-didnt-do-it-in-six-sigma-then-it-didnt-happen/#comment-4051 Fair enough that the article is old. I didn't notice that either. <br/><br/>So maybe it's not fair to criticize GE, but I think the issue is still a valid one to be aware of and to discuss. Fair enough that the article is old. I didn’t notice that either.

So maybe it’s not fair to criticize GE, but I think the issue is still a valid one to be aware of and to discuss.

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]]> By: James Considine http://www.leanblog.org/2008/09/if-you-didnt-do-it-in-six-sigma-then-it/#comment-4049 James Considine Fri, 03 Oct 2008 12:49:00 +0000 http://leanblog.bigbigdesign.net/2008/09/if-you-didnt-do-it-in-six-sigma-then-it-didnt-happen/#comment-4049 One more thing - this article is 8 years old - I didn't notice that until I went back and re-read it this morning.<br/><br/>Seems totally irrelevant now... One more thing – this article is 8 years old – I didn’t notice that until I went back and re-read it this morning.

Seems totally irrelevant now…

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]]> By: Anonymous http://www.leanblog.org/2008/09/if-you-didnt-do-it-in-six-sigma-then-it/#comment-4042 Anonymous Thu, 02 Oct 2008 13:42:00 +0000 http://leanblog.bigbigdesign.net/2008/09/if-you-didnt-do-it-in-six-sigma-then-it-didnt-happen/#comment-4042 I, too am a GE Black Belt, in the Energy segment. I don't think the author represents the panacea of Six Sigma across GE - how could he/she possibly? Seems like a lot of very bright people on this blog have forgotten to ask whether this is special cause or common cause at work. <br/><br/>I will say that having been trained elsewhere, and been involved in 2 LSS deployments across organizations, I was led to believe that Six Sigma at GE was a well-oiled machine, and the main driver of everything. That's not really the case either. <br/><br/>Some examples from my own experience here: my new MBB has never even been GB certified. Nice guy, seems to be effective, but utterly clueless about the basics of LSS. In fact, being a BB is negatively correlated with becoming an MBB at GE. My computer came with Minitab 12, because it's free, and the enterprise systems I depend on to get data are 10 years old. The fact that BB training classes had no refreshments (because the budget<br/>for that was eliminated) is a symbolic indication of where Six Sigma is these days.<br/><br/>That said, the Energy QL came to see us and talk about how important we all are, how the role will set us up for great opportunities, etc., and I think he's probably right about that. Quality is still an excellent role in GE.<br/><br/>GB certification is not nearly as important as it used to be. Recent training classes here had 100+ participants. No project requirement. The number of BBs in my group is about 1/3 what it was a few years ago. <br/><br/>In general, the quality emphasis here is back to basics, not Lean and Six Sigma. My own QL said that we really aren't that good at Six Sigma - still falling down on basic execution, compliance, and other "traditional quality" problems. In fact, that's where the new quality heads are going - compliance.<br/><br/>FWIW - one BBs opinion. I, too am a GE Black Belt, in the Energy segment. I don’t think the author represents the panacea of Six Sigma across GE – how could he/she possibly? Seems like a lot of very bright people on this blog have forgotten to ask whether this is special cause or common cause at work.

I will say that having been trained elsewhere, and been involved in 2 LSS deployments across organizations, I was led to believe that Six Sigma at GE was a well-oiled machine, and the main driver of everything. That’s not really the case either.

Some examples from my own experience here: my new MBB has never even been GB certified. Nice guy, seems to be effective, but utterly clueless about the basics of LSS. In fact, being a BB is negatively correlated with becoming an MBB at GE. My computer came with Minitab 12, because it’s free, and the enterprise systems I depend on to get data are 10 years old. The fact that BB training classes had no refreshments (because the budget
for that was eliminated) is a symbolic indication of where Six Sigma is these days.

That said, the Energy QL came to see us and talk about how important we all are, how the role will set us up for great opportunities, etc., and I think he’s probably right about that. Quality is still an excellent role in GE.

GB certification is not nearly as important as it used to be. Recent training classes here had 100+ participants. No project requirement. The number of BBs in my group is about 1/3 what it was a few years ago.

In general, the quality emphasis here is back to basics, not Lean and Six Sigma. My own QL said that we really aren’t that good at Six Sigma – still falling down on basic execution, compliance, and other “traditional quality” problems. In fact, that’s where the new quality heads are going – compliance.

FWIW – one BBs opinion.

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]]> By: Mike http://www.leanblog.org/2008/09/if-you-didnt-do-it-in-six-sigma-then-it/#comment-4038 Mike Wed, 01 Oct 2008 15:42:00 +0000 http://leanblog.bigbigdesign.net/2008/09/if-you-didnt-do-it-in-six-sigma-then-it-didnt-happen/#comment-4038 Bob Y.--It isn't about doing all of these wonderful things on top of managing your department. It is about leading your department in a different way altogether. That is a vital difference. Bob Y.–It isn’t about doing all of these wonderful things on top of managing your department. It is about leading your department in a different way altogether. That is a vital difference.

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]]> By: Jeff http://www.leanblog.org/2008/09/if-you-didnt-do-it-in-six-sigma-then-it/#comment-4036 Jeff Wed, 01 Oct 2008 15:37:00 +0000 http://leanblog.bigbigdesign.net/2008/09/if-you-didnt-do-it-in-six-sigma-then-it-didnt-happen/#comment-4036 Our company has created a full time BB / LSS Champion position. That's me.<br/><br/>My boss has told me that I need to quantify annual savings equal to or exceeding my salary.<br/><br/>My bonus will be a percentage of documented savings.<br/><br/>Gotta go, our purchaser just found a better deal on safety glasses. Time to open another Six Sigma Project. Our company has created a full time BB / LSS Champion position. That’s me.

My boss has told me that I need to quantify annual savings equal to or exceeding my salary.

My bonus will be a percentage of documented savings.

Gotta go, our purchaser just found a better deal on safety glasses. Time to open another Six Sigma Project.

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]]> By: Jon Miller http://www.leanblog.org/2008/09/if-you-didnt-do-it-in-six-sigma-then-it/#comment-4035 Jon Miller Tue, 30 Sep 2008 04:25:00 +0000 http://leanblog.bigbigdesign.net/2008/09/if-you-didnt-do-it-in-six-sigma-then-it-didnt-happen/#comment-4035 Then again, would a Toyota person not say "if it didn't make it on an A3, it didn't happen"..?<br/><br/>There is something be said about adhering strictly to a standard.<br/><br/>The motive may be at question (career managing) but that is more a reflection on GE's up or out than a reflection on six sigma culture. Then again, would a Toyota person not say “if it didn’t make it on an A3, it didn’t happen”..?

There is something be said about adhering strictly to a standard.

The motive may be at question (career managing) but that is more a reflection on GE’s up or out than a reflection on six sigma culture.

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]]> By: Matt Barney http://www.leanblog.org/2008/09/if-you-didnt-do-it-in-six-sigma-then-it/#comment-4034 Matt Barney Mon, 29 Sep 2008 22:33:00 +0000 http://leanblog.bigbigdesign.net/2008/09/if-you-didnt-do-it-in-six-sigma-then-it-didnt-happen/#comment-4034 An unthinking leader can go solve the wrong problem to the third decimal point; and make a religion out of a strategy execution toolset.<br/><br/>Good managers lead improvements, and pull out big tools only for big problems - but don't act like all other solutions or improvements are null and void. An unthinking leader can go solve the wrong problem to the third decimal point; and make a religion out of a strategy execution toolset.

Good managers lead improvements, and pull out big tools only for big problems – but don’t act like all other solutions or improvements are null and void.

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]]> By: David http://www.leanblog.org/2008/09/if-you-didnt-do-it-in-six-sigma-then-it/#comment-4031 David Mon, 29 Sep 2008 21:06:00 +0000 http://leanblog.bigbigdesign.net/2008/09/if-you-didnt-do-it-in-six-sigma-then-it-didnt-happen/#comment-4031 This is sad, and--as a GE shareholder--infuriating.<br/><br/>It reminds me of a comment made by an experienced teacher about the new order at his school:<br/>***<br/>Our new, young principal has discovered "professional learning communities" and "collaboration".<br/><br/>So what is the first thing he does? He breaks up all of the school's teaching partnerships, some of which went back for a decade.<br/>***<br/>See also my posts <a HREF="http://photoncourier.blogspot.com/2005_11_01_photoncourier_archive.html#113122847088263291" REL="nofollow">management education and the role of technique</a> and <a HREF="http://photoncourier.blogspot.com/2005_10_01_photoncourier_archive.html#113060215338521531" REL="nofollow">the dictatorship of theory</a>. This is sad, and–as a GE shareholder–infuriating.

It reminds me of a comment made by an experienced teacher about the new order at his school:
***
Our new, young principal has discovered “professional learning communities” and “collaboration”.

So what is the first thing he does? He breaks up all of the school’s teaching partnerships, some of which went back for a decade.
***
See also my posts management education and the role of technique and the dictatorship of theory.

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]]> By: Dean Bliss http://www.leanblog.org/2008/09/if-you-didnt-do-it-in-six-sigma-then-it/#comment-4030 Dean Bliss Mon, 29 Sep 2008 14:52:00 +0000 http://leanblog.bigbigdesign.net/2008/09/if-you-didnt-do-it-in-six-sigma-then-it-didnt-happen/#comment-4030 This type of story just makes me sad. It illustrates how many companies have completely missed the point of improvement, and how companies like Toyota and a handful of others will continue to pull away from the pack. And it doesn't matter which method is being used - if we spend all our time counting pennies, we lose the opportunity to spend that time improving. I do understand that improvement people must continue to justify their salaries so they don't become a target when business conditions go south (I have experience in that area), but that doesn't justify quashing improvement efforts that can't be easily quantified. Sad indeed. This type of story just makes me sad. It illustrates how many companies have completely missed the point of improvement, and how companies like Toyota and a handful of others will continue to pull away from the pack. And it doesn’t matter which method is being used – if we spend all our time counting pennies, we lose the opportunity to spend that time improving. I do understand that improvement people must continue to justify their salaries so they don’t become a target when business conditions go south (I have experience in that area), but that doesn’t justify quashing improvement efforts that can’t be easily quantified. Sad indeed.

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]]> By: Bob Yokl http://www.leanblog.org/2008/09/if-you-didnt-do-it-in-six-sigma-then-it/#comment-4029 Bob Yokl Mon, 29 Sep 2008 14:37:00 +0000 http://leanblog.bigbigdesign.net/2008/09/if-you-didnt-do-it-in-six-sigma-then-it-didnt-happen/#comment-4029 First and foremost, this is a great article and a very good point and whether we want to admit it or not in most cases Lean, Six Sigma, etc. is not job one for all the department heads and managers of any organization. So it is hard given their #1 responsibilities their functional department(s) is going to be job one and then any other special project "Lean, Six Sigma, etc." <br/><br/>I have one hospital client that has a Service Excellence Program, Lean and Value Analysis/<br/>Engineering program going all at once but all have specific core focuses that validate their using all of these. Now just think about if you are a direct, department head or manager and are working in this environment and also have to work on a team for all these great programs such as Lean that has high value to your organization. Yet you are torn because job one is going to be managing your core dept right? That has been the case that I see every day and it is important for these organization to go back to "Spring Training" every year to reinstill their great processes and to market to their dept. heads and managers the importance of doing so much on top of managing their respective departments.<br/><br/>I wish there was a better answer to the question would like to hear more about others experiences or from Mark!<br/><br/>Best regards all! First and foremost, this is a great article and a very good point and whether we want to admit it or not in most cases Lean, Six Sigma, etc. is not job one for all the department heads and managers of any organization. So it is hard given their #1 responsibilities their functional department(s) is going to be job one and then any other special project “Lean, Six Sigma, etc.”

I have one hospital client that has a Service Excellence Program, Lean and Value Analysis/
Engineering program going all at once but all have specific core focuses that validate their using all of these. Now just think about if you are a direct, department head or manager and are working in this environment and also have to work on a team for all these great programs such as Lean that has high value to your organization. Yet you are torn because job one is going to be managing your core dept right? That has been the case that I see every day and it is important for these organization to go back to “Spring Training” every year to reinstill their great processes and to market to their dept. heads and managers the importance of doing so much on top of managing their respective departments.

I wish there was a better answer to the question would like to hear more about others experiences or from Mark!

Best regards all!

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