ontolog-forum
[Top] [All Lists]

Re: [ontolog-forum] data mining craze continued

To: "[ontolog-forum]" <ontolog-forum@xxxxxxxxxxxxxxxx>
From: Phil Murray <pcmurray2000@xxxxxxxxx>
Date: Thu, 03 Mar 2011 11:07:08 -0500
Message-id: <4D6FBCAC.9000008@xxxxxxxxx>
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)

        Phil    (05)

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
> Ontology".
>
> John
> ____________________________________________________________________
>
> 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
> Sigma:[5]
>
>    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
>       results;
>    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.
>
>
> _________________________________________________________________
> Message Archives: http://ontolog.cim3.net/forum/ontolog-forum/
> Config Subscr: http://ontolog.cim3.net/mailman/listinfo/ontolog-forum/
> Unsubscribe: mailto:ontolog-forum-leave@xxxxxxxxxxxxxxxx
> Shared Files: http://ontolog.cim3.net/file/
> Community Wiki: http://ontolog.cim3.net/wiki/
> To join: http://ontolog.cim3.net/cgi-bin/wiki.pl?WikiHomePage#nid1J
> To Post: mailto:ontolog-forum@xxxxxxxxxxxxxxxx
>
>
>        (06)

-- 
---------------------    (07)

The Semantic Advantage
Turning Information into Assets
phil.murray@xxxxxxxxxxxxxxxxxxxxx
401-247-7899    (08)

Blog: http://semanticadvantage.wordpress.com
Web site: http://www.semanticadvantage.com    (09)


_________________________________________________________________
Message Archives: http://ontolog.cim3.net/forum/ontolog-forum/  
Config Subscr: http://ontolog.cim3.net/mailman/listinfo/ontolog-forum/  
Unsubscribe: mailto:ontolog-forum-leave@xxxxxxxxxxxxxxxx
Shared Files: http://ontolog.cim3.net/file/
Community Wiki: http://ontolog.cim3.net/wiki/ 
To join: http://ontolog.cim3.net/cgi-bin/wiki.pl?WikiHomePage#nid1J
To Post: mailto:ontolog-forum@xxxxxxxxxxxxxxxx    (010)

<Prev in Thread] Current Thread [Next in Thread>