By Greg Brue
THE BRIEFCASE BOOKS sequence Now translated into 9 languages! This reader-friendly, icon-rich sequence is needs to analyzing for all managers at each point. All managers, no matter if fresh to their positions or good confirmed within the company hierarchy, can use a bit "brushing up" at times. The skills-based Briefcase Books sequence is full of rules and techniques to assist managers develop into extra able, effective, powerful, and necessary to their organizations. Six Sigmaone of the most well liked subject matters in contemporary production circlesis a statistical idea that characterizes approximately 0 defects in any strategy. yet its profitable implementation comprises a complete new set of administration practices. Six Sigma for Managers might help managers higher comprehend this idea and the way to facilitate the training, cooperation, abilities development, and dedication required to make Six Sigma methods a fact in any association.
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Example text
Think back to the dashboard analogy. The same is true with too many metrics. The essential indicators will provide the information you need. It takes a lot of time and effort to identify CTQ factors, but without mapping each and every CTQ process, you won’t get the information necessary to target areas for improvement and to fix problems. Your metrics should provide data that enables you to solve performance problems in your processes as quickly as practical. They should also, conseAvoid Bad Metrics quently, be sufficiently sensitive to reveal changes of When developing metany significance.
It’s been calculated that, if 99% were good enough, we would be accepting the following: • Every hour the postal service would lose 20,000 pieces of mail. • Every day our drinking water would be unsafe for almost 15 minutes. • Every week there would be 5,000 surgical operations that go wrong in some way. 30 Six Sigma for Managers • Every month we would be without electricity for almost seven hours. From an Ideal to a Practical Goal Impact on Employees There are also benefits of Six Sigma that don’t translate into dollars—at least not directly.
But consider the potential complication. Here’s an example. Your goal is on-time deliveries. 3 minutes late. So, you conclude, Driver 3 has the best average. That’s true, but the averages don’t show everything. They don’t show that Driver 3 is often as late as Drivers 1 and 2, but occasionally arrives 20 to 30 minutes early. That helps compensate for being late—but it inconveniences the customer when dock workers have to cut their lunch short to unload the truck. The averages also don’t show that Driver 1 has several times been late by 45 minutes, while Driver 2 has been late by 20 minutes at most.