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Newsletter dss june 2014 two ways running a program

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Newsletter dss june 2014 two ways running a program

  1. 1. Dear xxx, You received this newsletter because we are Linked-In contacts. I hope you appreciate the contents. Each month I am sending a short editorial, accompanied with some articles or links that may be of interest. TED talk: Leadership, engagement: http://www.ted.com/talks/simon_sinek_why_good_leaders_make_you_feel_safe TED talk: Avoid complexity, strengthen integrating forces: http://www.ted.com/talks/yves_morieux_as_work_gets_more_complex_6_rules_to_si mplify Quality Progress articles: Catching Fire and Plan of Attack (attached) ---------------------------------------------------------------------------------------------------------------- Newsletter Dutch Six Sigma June 2014 Process Excellence Programs There are two ways in running an Excellence Program The traditional way starts from a thorough analysis of the actual situation and needs. Based upon the analysis, a program organization is built with targets, capacity, management reporting etcetera. The program will set off successfully because the program is tailor made to match the actual challenges. After one or two years some symptoms may develop, like:  Local initiatives pop up, because major new problems require an approach that the actual PEX program does not support.  Not getting volunteers for training. The success of the program itself may wear out after the first pioneering curiosity. Getting the second wave energized is not successful? Shine and expectations of the program will reduce to “realistic” and the initial inspiration slowly diminishes.
  2. 2. The dynamic way assumes that often the major barrier is clear Just start working on it with full energy, and never lose time on the bottleneck. At the same time, continuously try to identify the future bottlenecks. Since each bottleneck may be different, we need a small, energized and above all multi- skilled team. Depending on the need you will mobilize existing capacity and change the program fast. As soon as an activity is part of daily work, the program team does not need to keep supporting it. Managers may ask for a quarterly progress report in a fixed format? Too bad, a fixed format will be the beginning of stabilizing and thus extinction of the program. Many small problems, organized by local improvements and maybe Lean practitioner training. Few vital problems may require a team of greenbelts or persistent problem solvers, focusing on breakthrough impact. Fundamental business problems that cannot be split into smaller chunks. Business process reengineering issues like the removal of a layer in service, or fundamental lean issues like change from push to pull supply chain. Avoidable costs are often underestimated. The operational organization is expected to deal with them. However in many cases the cost reduction drive also reduces margins of operational activity, maintaining these margins by enforcing basic controls is often started too late. In the dynamic approach, a continuous vigilance for new issues is a primary role for the process excellence team. ---------------------------------------------------------------------------------------------------------------

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