The hottest Six Sigma failure experience

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Six Sigma failure experience talk

talking about failure seems to be always an embarrassing thing. In the past few years of working in the consulting industry, I rarely hear consultants or consulting practitioners talk about their failure experience, especially in the face of customers. At that moment, it is not too much to talk about all successful cases. There is only one purpose. Once you choose the consulting services he provides, How much you will get in return, and how good opportunities for improvement you will miss if you do not choose to consult. The question is whether you and your customers are really ready for change

change is not an easy thing. Among many enterprises seeking change, only a few are successful. How many are there in this part? Less than 10%! It is not that these management methods and tools have problems, but that no matter how good the management theory is, it must also be supported by the enterprise improvement culture. From lean production, we can see the success of Toyota. In 2004, Toyota's car sales were only 560000 fewer than general motors, ranking second, while its annual net profit was not more than the combined profits of the "three major automobile manufacturers" in the United States, reaching US $11.3 billion, and the profit margin was as high as 6.7%, while general motors was only 1.9%. In China, many enterprises have been learning Toyota production mode, but few have achieved success. Why? There is no long-term business philosophy and improved cultural support! Toyota production system (TPS) is only the method of Toyota manufacturing cars. What really brings continuous success to Toyota is its business management mode, that is, the Toyota way. Together with Toyota production mode, it is called the double helix of Toyota DNA. From the implementation of Six Sigma management method, we have seen the success of Ge and Motorola, and many enterprises that failed to implement Six Sigma have also proved that compared with other innovation methods, the success of Six Sigma reform is more difficult, and it requires the consistent and firm persistence of senior leaders, because success often lies in adhering to the last step

it doesn't matter whether you choose six sigma or lean production. Even if you choose the actual implementation of ISO9000 standard, you can get significant improvement. Unfortunately, nearly 90% of enterprises implement ISO9000 standard with internal and external layers, just to obtain such a certificate. Some consulting companies will prepare documents for you for their own interests, which is almost copied and applied, For their market share, some certification companies know that they do not meet the certification requirements, but first issue you a certificate, and then kindly remind you that you must change it in the future, which is quite a bit of an example. It's really self deception! Everything has a purpose, and the method serves the purpose and goal. What kind of goals the leader defines determines the direction of the subordinate employees' efforts. In an enterprise I consulted, the leaders chose to implement lean production for the purpose of marketing publicity. They did a few trainings, took a few photos, prepared some materials, and stood up for publicity. They were not willing to invest more energy and resources

recently came into contact with a teacher who specializes in enterprise manager training in a famous university in China. He told me that six sigma is out of date now. This really surprised me. Is it true that the advancement of management theory is to constantly create some fashionable terms and concepts? Management Master Peter? Du Lac once said that the waw (6) 00D microcomputer controlled electro-hydraulic servo universal experimental machine produced by Jinan Dongchen Experimental Instrument Co., Ltd. said that the operator is as sensitive to fashion as a 15-year-old girl, that is, if he finds that other companies adopt new business innovation techniques, he also wants to apply them to his own company. However, enterprise operation is not to pursue popularity or engage in sports. Sports war is one of the main factors leading to the instability of operation and management. "One mind, one direction". From this action policy proposed by a SamSung company in 2004, we can see its pragmatic style. In today's competitive environment, single-minded efforts cannot guarantee certain success, let alone half hearted

the following two failure cases of enterprises' implementation of six sigma are introduced. I believe that in many cases, we learn much more from failure than from success

case1: a large state-owned group company decided to introduce the Six Sigma method throughout the company in 2001, and chose a training institution in Shanghai to implement the Six Sigma Black Belt training. At that time, 30 quasi black belts participated in the training, but the progress of the project was not good. Except for a few projects that received certain results, almost no other projects were carried out. Relying on the quality department, the company set up a promotion group. However, the leaders of the quality department (that is, the Six Sigma advocate champion at that time) and the members of the promotion group did not systematically receive the Six Sigma Leadership Training. After the training, they did not have the ability to guide the topic, nor did they invite external Black Belt Masters (MBB) to guide the topic. After training, the quasi black belts returned to their original jobs after learning, and have been away from the subject since then. During the implementation of Six Sigma for nearly two years, champion has been replaced many times. Although this is not necessarily the main reason for the stagnation of the implementation of Six Sigma, the deviation of senior leaders' understanding of Six Sigma is an important factor leading to the lack of propulsion. Seeing that the heroes were useless, several important black belts left their jobs and went to Shanghai for development. This time, the implementation of Six Sigma ended in failure. Recently, the company chose to implement lean production. The key to success lies in the determination of leaders

case2: a large private group company, under the influence of the general manager of the company, has been advocating the establishment of a learning organization, often sending excellent cadres and backbone employees to study outside, and often holding various management knowledge and application technology training courses within the company. There are some management courses, but the high and low temperature experiments are different, even taught by the general manager himself. In 2002, the company sent two cadres from the quality department to Shanghai to participate in the Black Belt training of Six Sigma. After returning, the company plans to implement Six Sigma throughout the company. In 2003, a consulting company was invited to implement the Six Sigma Black Belt training. After the consulting company intervened, it first helped the enterprise select 10 Black Belt training objects from dozens of candidates. During the four month training (one week per month), 10 quasi black belts carried 10 topics while receiving training. Topic guidance was arranged on the first day of each training. At the end of the training, most topics achieved good results. However, it is a great pity that senior leaders still regard the implementation of Six Sigma as an opportunity to learn and improve their personal abilities for a small number of employees with development potential, but do not regard it as a business strategy, do not set up an effective organization to promote Six Sigma activities, and there are almost no incentives, The quasi black belts who returned to their original positions did not have time to do research (the key is that they had no motivation). A year later, half of the black belts left the company, and six sigma disappeared from the company

in the above two cases, the failure of Six Sigma implementation was not caused by the loss of Six Sigma manpower, but actually caused by the loss of Six Sigma manpower. From the operational level, the reasons for its failure are generally as follows:

1) the training is out of line with the subject. Six Sigma training is a kind of applied skill training for adults, rather than universal knowledge training. Therefore, before introducing the training and selecting the quasi black belt, we should first determine the Six Sigma project. The students do the project while learning in the training. During the training of each week for four months, there should be instructors (consultants or invited Black Belt masters, i.e. MBB) to guide the project before each learning new content. At the end of the learning, the project should also be basically completed. The prerequisite for students to obtain the black belt (BB) education qualification certificate is to pass the training examination and pass the first project certification

2) inadequate training planning and management. Like any management change, six sigma is also a continuous cycle process. In the implementation process of other enterprises, it is rare to see 30 quasi black belts selected in a training, usually less than 20 people, in order to ensure the training effect. Because in the whole training process, many group projects will be designed for training. At present, the future projects will be carried out not by a black belt alone, but by a team. Six Sigma training without team experiment content will become knowledge learning based on statistics education. Moreover, the Six Sigma training should be conducted in stages and batches, and the certified Black Belt will serve as the green belt training instructor of enterprise Six Sigma

3) insufficient human training for six sigma promotion. The human resources responsible for promoting Six Sigma should first receive the systematic training of Six Sigma. They should be a black belt and be upgraded to a black belt master in the future. He should be able to organize and plan six sigma activities, help senior leaders of enterprises to carry out business strategies, select six sigma topics, carry out daily management of the status of the topics, and hold topic publishing meetings and exchange meetings

4) lack of guidance and evaluation of the subject. At the beginning of the implementation of Six Sigma, it is very necessary to invite professional consulting companies (or qualified Six Sigma lecturers within the group) to guide and evaluate the project every month. It is best to combine training and project counseling, in order to learn to apply Six Sigma techniques, rather than master Six Sigma knowledge

5) unclear promotion organization functions. The transformation of Six Sigma is a kind of transformation from top to bottom and from top to bottom. The so-called top-down is to initiate change from the top of the organization. Therefore, a special Six Sigma promotion organization subordinate to the direct top should be established, which is the engine of enterprise change; The so-called combination of up and down means that six sigma cannot be understood as selecting a few experts who have received six sigma training to complete several quality improvement topics that contribute to the development of the enterprise, but to form a Six Sigma work culture. Six Sigma has never existed to solve the quality problems of the enterprise. In Samsung, every new employee (member) including the operator should receive a two-day Six Sigma WB (white belt) training in order to establish a six sigma working environment language

the coatings adopted in these places are generally used outdoors. 6) lack of incentive mechanism. The black belt manpower of Six Sigma is the most solid force for enterprises to implement Six Sigma. Their completed projects and contributions to the enterprise are 80% of the 20% referred to by Pareto. Without effective incentives, don't expect good results. Incentives can take many forms. In the SamSung company where the author once worked, the completion status of Six Sigma project is regarded as the first priority index of cadre assessment. The personnel system stipulates that employees who have not obtained the green belt (GB) qualification cannot be promoted to supervisor, and grass-roots managers who have not obtained the black belt (BB) qualification cannot be promoted to section chief. For each project completed, there is a project reward, and the qualifications of green belt and black belt are reviewed and retested once a year, Those who pass can continue to receive green belt and black belt subsidies every month


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