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Q. Why it is
critical for a company to have clear LEAN Six Sigma vision?
A vision statement
for your LEAN Six Sigma program is the foundation and an absolute requirement
for its success.
Each company needs to
develop a vision for dramatically improving corporate performance that would be
consistent with the company’s culture and core values.
Senior management should develop a clear and concise roadmap of the
journey from the current state to the desired state and then communicate
convincingly how and when it plans to get there. This vision needs to be communicated to employees, customer,
suppliers and public with absolute, passionate management commitment every
business day. Progress towards
realizing this vision should be proudly communicated by tracking less than a
dozen of key performance measurements with visual scorecards.
GE and Motorola see
LEAN Six Sigma as a matter of culture or DNA whereas Honeywell has approached it
as a standard of excellence. Every
company seeking to achieve breakthrough bottom line performance upon
implementation of a LEAN Six Sigma program should look past the goal of reducing
to an absolute minimum waste, variability and inflexibility and/or achieving 3.4
defects per million opportunities. Each
organization needs to institutionalize LEAN Six Sigma by becoming intimately
knowledgeable of what is critical to external and internal customers and acting
proactively to capitalize on opportunities.
Successful companies
align leading customer metrics from opinion leader, demanding
customers (OPDC) with core processes and their critical quality attributes.
Leading metrics provide proactive data on the process, its inputs and
suppliers. Opinion leader, demanding customers are customers able to identify
first important trends, product and/or service problems, the market’s
“mood” and whose ideas and behavior serve as a model to others.
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