Just replace "Six Sigma" with "Your favorite management theory". (01)
Even such terminology as "champions" and "black belts" are applied in
promoting many other management theories. (02)
But she forgot: "Get certified in 'Your favorite management theory'." (03)
Very funny. (04)
John F. Sowa wrote:
> The discussions of methodologies and uses cases for ontology
> remind me of the Six Sigma approach, which was a hot topic 20
> years ago and is still continuing.
> Following are some excerpts from an article I came across.
> In reading them, replace the term "Six Sigma" by "Enterprise
> Source: http://www.brcommunity.com/b585.php
> Six Sigma for Service
> Is it Sufficient?
> by Kathy A. Long
> There is nothing wrong with the concept of near-perfect products and
> services for customers. The purpose of this column is to explore the
> method/framework/discipline/approach called "Six Sigma" applied to
> Service Sector organizations and organizations primarily providing
> services, in contrast to organizations primarily providing products...
> What Makes Six Sigma Seem Successful?
> The author of Six Sigma: The Breakthrough Management Strategy suggests
> that the following elements create a successful implementation of Six
> 1. Highly-visible, top-down management commitment to the initiative;
> 2. A measurement system (metrics) to track progress;
> 3. Internal and External Benchmarking of the organization's products,
> services, and processes;
> 4. Stretch goals to focus people on changing the process by which the
> work gets done, rather than "tweaking" the existing process;
> 5. Educating all levels of the organization;
> 6. Success stories to demonstrate how the approach is applied and the
> 7. Champions and Black Belts to promote the initiatives and to provide
> the necessary planning, teaching, coaching, and consulting at all
> levels of the organization.
> There's actually nothing wrong with anything this author states. The
> problem is that none of it is part of the Six Sigma approach. These are
> all the things that need to happen outside of the concepts of Six Sigma,
> and it's inappropriate to attribute an organization's success with
> process improvement to Six Sigma under these circumstances. That
> success is due to the implementation of process change supported by all
> the elements mentioned above, not due to anything that Six Sigma
> specifically brings to the project...
> There are a multitude of process management concepts that suggest that
> it is important for an approach to include things like process
> architectures and alignment of the organization and the expectations of
> other stakeholders in addition to the customer. Incorporating executive
> compensation as part of the motivation is a tremendous critical success
> factor. There is a saying that "we get what we pay for." It is
> apparent that, if executives are motivated and the organization invests
> literally millions of dollars into training its people, the likelihood
> that something in an organization will change is dramatically increased.
> However, none of that happens if an organization is implementing just
> a Six Sigma framework...
> In the final analysis, Six Sigma does seem to bring a discipline to
> those that have none. The basic approach of Six Sigma — define,
> measure, analyze, improve, and control — should be applied to every
> process improvement project. The larger question is, "Is it
> sufficient?" The conclusion is "no" — not in service organizations.
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