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Digg it UP - Taking on Six Sigma Programs - Guidelines for In-House and Outsourcing Decisions
Step Three: Keep It Simple – Progress In Bite-Size Chunks How NOT To Eat An Elephant: DO NOT start this if you really don’t want to and are not hungry. Don’t do it on your own with no tools to help. Don’t try to do it all at once and DON’T start with the tusks. Really.Here’s how: wait until you are absolutely famished and there are no other food sources. Find other folks who have eaten elephants before and ask them how they did it. What would they do different next time? Get the sharpest tools you can and as many other hungry folk as you can find. Start with the smallest, fleshiest part and take the tiniest of mouthfuls. Pause, consider, consult, learn. Then do it again: by the time you get to the tusks you’ll wonder what all the fuss was about. The principle here is to break every seemingly Big & Scary! task down until you have something which you can easily do. And everything breaks down: EVERYTHING! So it is never the prospect of keeping motivated throughout all 12 months of next year. You may be able to get your head around 3 months, or 4 weeks, or even one week. Just nail 3 good days out of 7 – 3! If everything else goes belly-up, by that measure the week will still have been a good one. If you can do it for one week you can do it for another. And you might even manage 4 this time. Then 5. If you’re not careful that’ll soon become 4 weeks. Do THAT again and that’s two months and THAT’S about a third of the way through. Hey, this stuff can soon stack up, huh?!Step Four: Focus On What You Can Control How do you know what you can control if this is all pretty new stuff? Go find a Role-Model. You want to be like greased lightening in transition? Go hang around with people who are like greased lightening in transition and pay attention - really pay attention - to what they do and how they do it. Make notes, take pictures, ask lots of questions – yes, even the silly ones! - watch videos and try it all for yourself and pay attention to the re
Now that you have defined where you are and where you want to be as well as what you are willing to do to get there, you now have to get real about things that might hold you back from getting what you want and create a strategy for handling them.Zig Ziglar, a well known speaker and wildly successful businessman, has spoken to thousands of people about goals and how to clarify and achieve them. One of the greatest tips he offered is that some of your goals must be long range and the reason for that is that there is trouble in front of you. The better you plan for this and the more aware you are of things that could get in your way, the more likely you are to forge ahead when an obstacle arises. If you have long range goals, set backs will feel like just pebbles on the water. If however you don’t have long range goals and plan for some detours, those set backs will feel like the size of an ocean.I worked with a client who is the perfect example of this. Her goal was to lose weight and participate in a cardio and strength training plan 6 days a week. She knew there were going to be plenty of things that could get in her way. She had a demanding job, 2 kids, a husband who counted on her and a mother who always seemed to sabotage her efforts when it came to weight (one of those delicious home-made pies always seemed to show up whenever she announced her newest diet). So, instead of looking at them as obstacles, she chose to look at them as a different path. She found that she had to do this a lot when she was practicing yoga. She knew it was a matter of changing her mind and sticking with it and eventually it would come.So we made a list of all of the things she saw as potential road blocks and then identified different ways to handle them. Once she was able to create a strategy, she felt much more confident in her ability to follow through.Exercise: Now it is your turn. Think about the goals you have for your career and then identify all of the possible o
There is a point to be made by this story (trust me!). Despite the overwhelming number of restaurants in the city-that-never-sleeps, there are only a dozen or so which I truly enjoy and actually look forward to visiting. I am certain that even if I try every single one of these 2,000 locations, the “can’t-miss” list will be no longer than 50. So, assuming my buddy’s figure is fairly accurate, what do I make of the other 1,950 establishments? Not much, I am afraid. Unfortunately, there are plenty of examples like this in life. Having spent many, many years in several universities (too embarrassing a number to admit), I have studied under approximately 100 professors. However, there are only three whom I regard as great teachers—individuals who have significantly influenced my life and whose lessons I actually remember.
Tragically, the example does not stop here. There are a plethora of Six Sigma experts out there. A simple search on Google on “six sigma consultant” yielded a whopping 70,000+ returns. Most of these folks, I am afraid, are mediocre at best.
So, as you consider or embark on a Six Sigma program, how do you select your competent and trust-worthy advisor(s)? With so many self-proclaimed experts, how do you find one who is right for you? Should you involve outsiders at all? How do you know if you can do this successfully only with your internal resources? As you ponder these fundamental questions, the following guidelines may be of interest.
Proper Training and Development of Internal Resources
The word “internal” should be emphasized here, since it is my strong belief that long term and/or ongoing dependence on external resources is not healthy—financially or strategically. Rather, the external help should be utilized on an as-needed basis for very specific reasons. We do not depend on our medical doctors to keep us healthy—rather, we best make use of them for regular check-ups and to help us quickly recover from an illness. A business organization utilizing external resources is no different. As a guideline, the rationale for external assistance can fall under two high- level categories. These are:
Assistance in Training of Internal Resources
For on- going success of your Six Sigma program, it is crucial that internal knowledge and competence are first developed then continually retained. Your specific training needs depend on your existing capabilities and the level and timing of your targets. First, get an idea for the number of certified “master black belts,” “black belts” and “green belts” currently in your organization. There are numerous ways out there to obtain these titles, so find out how, when and via which organization these individuals were certified. Next, consider the Six Sigma project experience of these individuals and the significance of the past results. As a basic rule of thumb, each black belt should deliver approximately $1M in savings or in cost-avoidance each year. As another rule of thumb, the ratio of bl
Public administration is a subject of human inquiry with ancient roots. Contrary to present practice, the ancients were preoccupied with governance of public affairs as opposed to business, and very often, as in Greece, had disdain for commerce and management of business enterprise. Ancient empires created elaborate state structures, and effectively operated an apparatus overseeing huge territories. China gave the world the first civil service system some two thousand years ago, while the Roman Empire set the structures of governance (e.g., the organization of the executive branch into five main agencies) that many modern European states borrowed in their development.(1)Management Models of Public OrganizationsIn the first direction, management of public organizations, two basic models can be recognized: a) the classic administrative model (from Taylor, Wilson and Weber to Simon and March); and b) the human relations model (from Mayo and Follett to Golembiewski and Argyris).The second direction, bureaucracy in the framework of constitutional democracy, ismore diverse because of its close bonds to the fields of political science, economics and sociology, as well as its larger scope (society at large). Larry Hill, (2) for instance, classifies theories of bureaucracy according to the end result-the impact they prescribe to bureaucracy in governance. This classification has three main categories or theories: (1) bureaucracies are (or should be) weak and instrumental; (2) they are significant actors in political process; and(3) they dominate the policy process.Paradigms of Public AdministrationDavid Osborne and Ted Gaebler’s Reinventing Government (3) is the most popular paradigm of public administration in the 1990s. It produced a popular agenda for high performance government, an agenda which Vice-President Albert Gore and the National Performance Review (4) adopted in Creating a Government that Works Better and Costs Less. Their recommendations for proc
Tragically, the example does not stop here. There are a plethora of Six Sigma experts out there. A simple search on Google on “six sigma consultant” yielded a whopping 70,000+ returns. Most of these folks, I am afraid, are mediocre at best.
So, as you consider or embark on a Six Sigma program, how do you select your competent and trust-worthy advisor(s)? With so many self-proclaimed experts, how do you find one who is right for you? Should you involve outsiders at all? How do you know if you can do this successfully only with your internal resources? As you ponder these fundamental questions, the following guidelines may be of interest.
Proper Training and Development of Internal Resources
The word “internal” should be emphasized here, since it is my strong belief that long term and/or ongoing dependence on external resources is not healthy—financially or strategically. Rather, the external help should be utilized on an as-needed basis for very specific reasons. We do not depend on our medical doctors to keep us healthy—rather, we best make use of them for regular check-ups and to help us quickly recover from an illness. A business organization utilizing external resources is no different. As a guideline, the rationale for external assistance can fall under two high- level categories. These are:
Assistance in Training of Internal Resources
For on- going success of your Six Sigma program, it is crucial that internal knowledge and competence are first developed then continually retained. Your specific training needs depend on your existing capabilities and the level and timing of your targets. First, get an idea for the number of certified “master black belts,” “black belts” and “green belts” currently in your organization. There are numerous ways out there to obtain these titles, so find out how, when and via which organization these individuals were certified. Next, consider the Six Sigma project experience of these individuals and the significance of the past results. As a basic rule of thumb, each black belt should deliver approximately $1M in savings or in cost-avoidance each year. As another rule of thumb, the ratio of b
I call it the "wave and roll."You walk up to an intersection. You look both ways before you cross when you make eye contact with an oncoming vehicle. You meet the gaze of the driver. Politely and legally, he invites you to cross first. As you enter the crosswalk, you notice that he continues rolling toward the intersection with no reduction in speed.How safe do you feel?Your clients—remember those who you are supposed to protect—have a similar experience when you send them incongruous messages. Step into their shoes for a minute. Do you remember the last time you were frustrated with the service you received? Did they promise the moon and then delivery nothing but dust?Recently, I ordered a new pair of prescription eyeglasses. The optician told me, "We will do anything to earn your business." At this point you might be saying to me, let the buyer beware. And if you did, you would have a good point. I was told the glasses would be ready in a week. They were not. I was told another week, but still no glasses."We will do anything to earn your business," was replaced with, "It is not our fault." Since they used outside vendors to perform the work, my optician asserted he had no control over the lab they outsourced the job to.Rather than addressing the problem—and the broken promise—the optician offered me a new target for my ill will and disappointment, the lab.Plausible deniability may work in presidential politics, but regardless of who was at "fault," I was out a pair of glasses and the words on the computer screen were getting mighty blurry. A client was unprotected. Coincidently, an acquaintance in another industry had recently shared his reason for outsourcing what was once an internal function. "So that my customers will not get mad at me." A sentiment apparently shared by my optician.Shouldn't the emphasis be on keeping the client from getting mad as opposed to getting mad at you?Eventually, I got my glasses. But, my opt
So, as you consider or embark on a Six Sigma program, how do you select your competent and trust-worthy advisor(s)? With so many self-proclaimed experts, how do you find one who is right for you? Should you involve outsiders at all? How do you know if you can do this successfully only with your internal resources? As you ponder these fundamental questions, the following guidelines may be of interest.
Proper Training and Development of Internal Resources
The word “internal” should be emphasized here, since it is my strong belief that long term and/or ongoing dependence on external resources is not healthy—financially or strategically. Rather, the external help should be utilized on an as-needed basis for very specific reasons. We do not depend on our medical doctors to keep us healthy—rather, we best make use of them for regular check-ups and to help us quickly recover from an illness. A business organization utilizing external resources is no different. As a guideline, the rationale for external assistance can fall under two high- level categories. These are:
Assistance in Training of Internal Resources
For on- going success of your Six Sigma program, it is crucial that internal knowledge and competence are first developed then continually retained. Your specific training needs depend on your existing capabilities and the level and timing of your targets. First, get an idea for the number of certified “master black belts,” “black belts” and “green belts” currently in your organization. There are numerous ways out there to obtain these titles, so find out how, when and via which organization these individuals were certified. Next, consider the Six Sigma project experience of these individuals and the significance of the past results. As a basic rule of thumb, each black belt should deliver approximately $1M in savings or in cost-avoidance each year. As another rule of thumb, the ratio of b
Home automation business is a direct result of modern technological advances. People all over the country are able to live more leisurely lives. Less and less time must be devoted to the daily tasks of living, leaving more time for us to enjoy ourselves.Home automation systems are a part of this process. They allow people to live their lives without worrying about watering the lawn, dimming their lights, or controlling their own electronics.The new popularity of home automation businesses means that businesses targeted towards home automation are showing up all over. Many people would like to learn how to start their own home automation business. Americans want to pay money to make their lives easier, and home automation businesses can help them do that and turn a profit. People who don't want to spend their precious time watering the lawn can have their sprinklers set on an automatic timer. They can have the luxury of a watered lawn without even having to put in any effort, as long as they're willing to spend the money.Home automation businesses owe their success to the rapidly advancing pace of technology. Businesses become easier to run with great efficiency because of these advances in technology. Home automation businesses can help their customers control all their tasks in life with the literal press of a button. These tasks are performed automatically, without additional human intervention.When starting your own home automation business, be sure to hire and contract with reliable people. You want a good company to partner with for installation and to acquire equipment from. It's also important for your home automation business to be properly licensed. Advertising and exposure are another part of a successful home automation business.With a good start, your home automation business can be a success. Be sure to research the field and your prospective customer base before you invest any capital. You must be sure to operate your business in a place
Assistance in Training of Internal Resources
For on- going success of your Six Sigma program, it is crucial that internal knowledge and competence are first developed then continually retained. Your specific training needs depend on your existing capabilities and the level and timing of your targets. First, get an idea for the number of certified “master black belts,” “black belts” and “green belts” currently in your organization. There are numerous ways out there to obtain these titles, so find out how, when and via which organization these individuals were certified. Next, consider the Six Sigma project experience of these individuals and the significance of the past results. As a basic rule of thumb, each black belt should deliver approximately $1M in savings or in cost-avoidance each year. As another rule of thumb, the ratio of b
Good news for all those senior baby boomers out there or anyone else of seniority living in the UK. You may or may not be aware, but on Sunday 1st October 2006 an important change in UK employment law come into effect. The new legislation will offer hope to anybody who has felt they’ve been discriminated against in belief that they are too old to continue working. It is hoped that this new law will promote ageism to be as serious and as unacceptable as racism or sexism.So what does this all mean? Well, one of the biggest changes to be implemented is employers will no longer be able to force compulsory retirement before an employee reaches 65. Before October 1st it was quite common for employers to set there basic retirement age at 60, but not anymore… However, it’s unclear as yet whether the compulsory retirement age of 65 will remain or perhaps be scrapped altogether. Unfortunately, we won’t find this out until 2011 when a formal review will take place.Due to the ever lightly pension crisis facing many people living in the UK, the ability to work until 65 now offers some rest bite at least. That’s not to say working that long is a good thing, as given the choice I’m sure most people would like to take earlier retirement, but at least seniors can no longer be discriminated against for working longer if they so choose.While it’s commonly thought the new ageism legislation will make a difference, it’s a shame more wasn’t done by removing the compulsory retirement age of 65 altogether.
Assistance in Delivering Bottom-Line Results
In this role, you are asking the external resources to deliver specific results using Six Sigma and perhaps other tools and techniques. Prior to the selection of external resources, it is essential that you take the lead in defining the objectives and setting the success criteria. Having the consultants define their own scope of work can be a dangerous thing. Can you imagine getting in a cab and letting the driver decide on where you want to go? In this approach, clearly communicate your objectives and goals—the cab driver (external resources) can decide and/or advise you on specific routes to take, but you need have a clear picture of your goal and destination.
Resource and Management Time Requirements
You can tell a lot about a person by observing where he/she spends most of his/her time and money. You spend your time and money on the things you regard as important. This point (other than being a reminder that I should give my fianc?e a call) has applicability in business as well. If you want to ensure a successful Six Sigma initiative, be sure to fall in love with the program. Allocate enough budget and resources to get it off the ground properly. If your organization already has a Six Sigma program (perhaps running for several years) that has hit a plateau, be the change agent to rejuvenate it and turn things around.
Perhaps your organization has had too many distractions in the past and never quite successfully implemented a Six Sigma program. These distractions, in the Biopharma and Pharma industries, can come in many flavors. Typical list of distractions for most FDA regulated organizations include:
• Customer complaints (written and verbal)—collection, analysis and closure;
• CAPA—both externally (as a result of customer complaint, for example) and internally generated (as a result of non-conforming product, for example);
• Supplier quality problems and/or inadequate process capability;
• Potential major contract manufacturing decisions (especially important for many Biopharma
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