Category: Organization & Strategy

On its way to disrupting the historical business continuum and changing its performance trajectory, an organization passes through a number of milestones.  Assuming a “typical” business, our discussion begins at time T1.  This is when the organization is functioning reasonably well — a stable force in its industry, capable of maintaining itself reasonably well. The […]

You should reference the article submitted by Anonymous on 17 July 2003.  Truly, it is this form of reasoning (coupled with this example) that should “get you thinking in the right direction.”  Listed are some simple examples for Human Resource projects: 1) Employee turnover rate.2) Job satisfaction issues (surveys).3) Management satisfaction.4) Cafeteria food quality.5) Policy […]

Generally speaking, the Six Sigma curriculum (i.e., Black Belt, Green Belt, and so on) for just about any type of service or support activity can be easily found these days – everybody has their idea of what such curriculum should consist of.  Perhaps of more concern, is the idea of “curriculum integrity,” as it is […]

So as to better appreciate the spirit and intent of our ensuing discussion, we must call upon the nature and purpose of two recognized entities – the US Postal Service and Ford Motor Company.  If we were to contrast these organizations, how would they appear to be similar? How would they appear to be dissimilar?  […]

Here are 7 progressive questions to help plan a project. 1) What decisions must be made? 2) What do you need to know to make each decision? 3) What form of visual will provide the information? 4) What kind of tool will generate the visual? 5) What kind of data is needed for the tool? […]

Success factors such as business goal setting, global deployment planning, black belt project selection criteria and Six Sigma curriculum design are just a few of the key components that must be riveted together to form a common and uniform structure.  If the guiding blueprint cannot properly specify how the components fit together, it is likely […]

As many corporations have experienced and attested, Six Sigma is a dynamic and evolutionary initiative that can produce phenomenal change in business performance.  However, the process of change must be carefully designed, managed and governed if it is to realize its aim.  Such factors as business goal setting, global deployment planning, black belt project selection […]

Today, many business leaders would agree that the “culture of an organization” is not a fixed quantity or preordained destiny.  Rather, it results from the unique blending of values (at the business, operations, process, and individual stratums).  In this context, the idea of a “value” is akin to that of a belief or truth.  For […]

On the general discussion forum of this website (www.iSixSigma.com), you will find a “thread” that provides a foundational answer to your question.  The built-in search engine should help you with this task.

To begin, we must consider the idea of “organizational culture.” In the book “Organizational Behavior” by Robert Kreitner and Angelo Kinicki, the culture of an organization is defined as: “The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.” Based […]