In response to evolving conditions, you came to realise that your organisation must change. You are now ready to move into action. As the leader of the organisation, one of your first and critical decisions is to appoint the team that will lead the project. Typically, the leadership consists of project sponsor, with overall responsibility, seconded by project managers focusing on specific aspects. These people will be your change agents – the ones upon which success of your initiative will rely. What makes a good change leader then? Continue reading →
Two weeks after joining Central Bank in Germany, I spend a full week in the so-called Black Belt Training by TE Capital Europe. Black Belts are the project managers for process improvement approaches at TE. This approach comes from Motorola and is called Six Sigma. The first two weeks in the new company, I have tried to understand Six Sigma and to learn about the methodology and steps, after I got somehow familiar with TE Capital and its terminology, our banking products and our bank itself. While my new colleagues could help me with the latter, the learning of Six Sigma seemed to be an unsuccessful venture, as nobody in my bank had more than a hunch about it. Continue reading →
The DMAIC toolkit is excellent for solving technical complexity problems. However, Lean Six Sigma tools are not as adept at helping solve problems of high ‘people complexity.’ The solution is an integrated DMIAC/change management roadmap.
Despite the growing awareness that the standard Six Sigma DMAIC toolkit can be applied to process problems in so-called transactional environments – as well as manufacturing – improvements to existing processes do not always involve just tweaking of “settings” in the process. This is because processes in transactional environments contain lots of what have come to be called “people complexity,” as opposed to manufacturing problems which often have a high technical complexity.
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