The company im employed by are impressed by my drive to enhance my skill set - So upper management has charged me to lead with implementing a 6 Sigma across our organization, which revenue is upward of a billion smacks. we have a presence in 4 major continents and of course we are national in the USA. This challenge they are putting me to is by no means a humble undertaking. Please if anyone that has experience in a similar undertaking - reach out to your follow PMI Member.
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Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
You might want to consider starting with Quantum Lean which tackles a single waste type, time, to simply yet maximize value. Saving Changes...
Defining the problem is the first step of DMAIC so first you must clearly define what you are trying to implement, since it is so widely applicable. The whole value chain could be in or out of scope depending how you apply it to an organization.
Are you trying to improve the delivered product, the processes directly related to production, the cost estimates vs. actuals for projects, etc.? Your measurement of the current state and analysis of error sources will depend on the organizational process assets within scope.
Planning and implementing changes may be dependent on your implementation model such as whether you are trying to expand 6S knowledge through more people with more belts, or you plan to primarily rely on a PMO type organization where the belts align to support the rest of the organization. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I was and I have to say that is like to any other type of initiative. The key is to put focus in enterprise architecture. Saving Changes...
Do an honest assessment of desired state, current state, the gap in between, and obstacles to closing the gap. At a previous company, the PMO Director sponsored lean six sigma green belt training for the PMO and key people across the business, but the discipline never took hold. There were several factors that led to this situation, but one of the critical factors was the firefighting mindset. People didn't feel they had time for discipline, and management didn't encourage it.
Make sure you have and coordinate with a strong champion at the executive level. You don't want to be the sole driver. Saving Changes...
Thanks for all the feedback - Aaron your response is relatable to my situation. We just was acquired by a global firm that see major potential in our operation. The acquisition was the largest in our region. Being hard hit by the pandemic, which caused supply chain issues the acquisition actual helped us the employees immensely.
What makes my situation interesting the new company focus is operational excellence and continuous improvement, but my old company leadership is stuck in the traditional mindset - that led to the event where the only option was to sell. So basically me being one of two certified Black Belts was giving the task implement the initiative. So I do have high level support which got caught in between a rock and hard place. Saving Changes...
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