Thật đơn giản, Tôi hỏi các chuyên gia nước ngoài rằng:

Câu hỏi:

We are a $4 million per year software company with 35 employees running very lean at the current time and had our first quarter of profitability in 6-years since the company was sold in 2002.  Can we really afford to have full-time “Master Black Belts” and full-time “Black Belts” in a small company?  I am really afraid of the cost of implementing Six Sigma in our company.  Any thoughts out there?

Trả lời:

  • No firm is too small.  COPQ is much higher than many small companies realize and the benefits of quality improvement and management nearly always pay for themselves.  Quality is free, as Phillip Crosby noted.  That said, there are some caveats I use for small, and especially for very small businesses:
  • – Small, rapid projects.  If you don’t have the manpower for dedicated project teams and if you don’t get rapid return on investment you’ll probably abandon the effort.
  • – Focus on core, value added processes — i.e. processes that really matter to your customers.  You may realize savings when you improve internal operations and support functions but your customers won’t know or care.  You may be better off not doing these at all or paying someone else to do them.
  • – Keep it simple.  There are well over 100 tools in the six sigma toolkit.  Some are highly statistical and/or complex.  Others are designed to elicit and exploit the group knowlege of teams.  You may not have the expertise or manpower for either.  When I work with very small businesses I rarely use much more than a Charter, Time Value Chart, Fishbone, and Control Plan.  You may not want to get this lean on your toolkit but I find that it works.
  • – It’s part of the job, not a separate role.  You may not be able staff a six sigma group with full time black belts, or even a single full-time black belt.  Even if you can, that may not be the best idea since everyone else will tend to see that person as responsible.  And, let’s face it, when things get tough that position is likely among the first to go.  For six sigma to really work it needs to become part of the way everyone works.  That doesn’t mean that everyone needs to be a six sigma expert, or even know that they are using six sigma techniques.


Đừng bao giờ nghĩ rằng các chương trình triển khai 6 Sigma chỉ có các Tập đoàn hay các công ty giàu mạnh mới đủ nguồn lực và tiền tài để áp dụng

Hãy suy nghĩ về câu nói này” For six sigma to really work it needs to become part of the way everyone works.  That doesn’t mean that everyone needs to be a six sigma expert, or even know that they are using six sigma techniques”

Tương tự như thế Tôi xin giới thiệu các phát biểu được rút ra từ kinh nghiệm triển khai của các Công ty trên thế giới:

I. Mr. Jeff Osborne Vice President of Six Sigma Plus Honeywell Aerospace’s.

10 commandments of Six Sigma:

  • 1. Six Sigma has one purpose: to serve the business. The business does not serve Six Sigma.
  • 2. The Six Sigma vision and strategy must be a subset of the business vision and strategies.
  • 3. Six Sigma organization must be directly aligned to the business model.
  • 4. Focus on application instead of certification.
  • 5. Project selection is owned by senior management, not by the Black Belts.
  • 6. Measure the business results, not Six Sigma activity.
  • 7. Never overstate Six Sigma benefits. Math wins every time.
  • 8. Six Sigma resources must be business leaders and not statisticians.
  • 9. Six Sigma resources must be full time and dedicated.
  • 10. Six Sigma is a mindset, not a quality program.

What Can’t Six Sigma Do?

  • Six Sigma Can’t Make a Bad Product Marketable
  • Six Sigma Won’t Raise Stock Prices
  • Six Sigma Won’t Bring Immediate Results
  • Six Sigma May Be Too Complex for Young Companies

You’re not going to get to six sigma in one or two years. It takes you anywhere from four to eight years.” The real gains, he adds, come once a company moves beyond improving existing processes to replacing them with more efficient processes tailored to customer requirements


Kết luận:

Leadership Lesson James O’Toole identifies a problem. The problem is not that we don’t know. We know what to do. The problem is that we don’t apply what we know. Because we have not accepted the knowledge. We have not learned. We have not changed. We cannot make others do what we resist.


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