Tag: Management

Remote work has been around for years now. However, the recent COVID-19 pandemic showed the flexibility of working from home for some of your team members. With that in mind, we’re going to take a deeper look at remote work, some of the current trends driving it, and the benefits and drawbacks it […]

TQM, or Total Quality Management, is a management approach that originated in the 1950s and has steadily become more popular since the early 1980s. This approach encompasses the culture, attitude, and organization of a company. Further, it helps to provide customers with products and services that satisfy their needs. However, the culture requires […]

Last July, I took a new role in my company as program & operations leader for a global business development team, after several years as a full-time Lean Six Sigma professional. No more classroom teaching, lean events, statistical tests, coaching other belts, or lean six sigma projects to run. Instead, I was given a broad […]

In my blog a few weeks ago I mentioned an article in McKinsey Quarterly about removing barriers to knowledge worker interactions. I pointed out a hidden barrier: lack of concentration or too much work-in-process (WIP), which slows down knowledge worker interactions. In that article, physical barriers were cited as common, especially in many large global […]

Recently, someone asked me what I thought to be the biggest mistake of a manager. I believe that managers can get so caught up with processes that they forget about the people. People are what drives an organization. People are not machines, they are emotional. A manager needs to be able to sense the emotional […]

Whether you wear stripes, bars, or stars on your shirt, the environment needed for open communication begins with you. Unfortunately, it is easy to become over-directive in our management styles when burdened with deadlines and our other “important” issues. With so much going on, who has time for idle chat, right? Well, it should be […]

The June 14 issue of Fortune magazine featured an interview with Vanguard CEO William McNabb as a part of their C-Suite series. McNabb became CEO on August 31, 2008, two weeks before Lehman Brothers failed. Many more companies lost employees, customers, and certainly, a lot of money during the crisis. In contrast, Vanguard emerged stronger, […]

I used to be really annoyed with people who took a wait-and-see approach to change. They’re not resistant, exactly, and they might be classified as “late adopters.” But I could understand active resistance better than passive indifference. Now, however, I have a little different take on things. Because I have realized that if you wait […]

While the iSixSigma.com site has been down, the rhetoric about “fixing healthcare” in the US has dramatically heated up. “We need to take the waste out of healthcare!” “We’re paying too much for healthcare!””Everyone should get all the healthcare they need regardless of cost!” Without getting into the political debate, let’s just touch on these […]

Recently James Considine and Stephen Crate have posted about management styles….and their posts have really made me think about management and leadership in general, especially during these challenging times… From my perspective, you have to lead people to achieve results. If you are a manager, indeed your job is to manage the business, but to […]

My organization requires that we write our annual performance goals into a web-based system that can be sent to our bosses for their review. As I was working on this last week, it struck me that in the past I would not have written those goals the way I do now. For example, “improve service” […]

Well, let me start by saying – its GREAT to be back! After two years, a LOT can change from both a professional and personal standpoint, and I am really happy to contribute again! To kick the conversation off, I’d like to talk a little bit about a concept called Nimawashi, which in the Toyota […]

“Perhaps what you measure is what you get. More likely, what you measure is all you’ll get. What you don’t (or can’t) measure is lost” – H. Thomas Johnson Those of you who are Deming fans may liken this quote to Deming’s admonition that “the most important figures that one needs for management are unknown […]

We’ve all seen the “resistance curve” where a few people are innovators, some are early adopters, early and late majorities, and a few are laggards, or skeptics, or what-have-you (from the work of Everett Rogersand other researchers). One way to get almost everyone to be an early adopter is to offer something of value – […]

There are countless business books out there that present good reasons why it is not necessary to be 100% right all the time. Beyond being unnecessary, I think being completely right is highly over-rated in the context of business. Being 80% right and good at executing is probably more than sufficient in most cases. Not […]

The state of the US economy notwithstanding, retention of talent is a major issue across many organizations these days. Operational Excellence, Six Sigma, and related disciplines are no exception, with a lot of the mobility fueled by the same high standards for training and certification that are intended to attract folks in the first place. […]

My last blog discussed elevating the strategic relevance of Lean, Six Sigma and process excellence. My view is that mature Process Excellence Organizations enjoy or achieve credibility and success by executing a flexible performance-improvement process attacking the top priorities, employing the best tools, selecting the right projects and leveraging organizational momentum. The first thing mature […]

Whether it’s a Six Sigma deployment, a project, a training class or metrics, one variable stands out as the ultimate gauge of success: Business Line-of-Site. Yes, I meant “Site” not “Sight.” It’s more than just seeing the path to the destination. It’s about actively targeting it. When you are passionate about something, it is easy […]

Jack Welch in an interview talks about what it means to be a Six Sigma Company alongsideJack Donaghy (Alec Baldwin) and his take onSix Sigma. Enjoy.

Each company probably would have strategized targets to achieve on annually. In Starwood they are know as Big 5’s. Big 5’s are tactical targets that support the company’s global initiatives and global objectives; normally a mixture of financial and non-financial but measurable targets. These targets ‘flow down’ from divisional presidents’ offices’ to area directors and […]

Just got back from Philadelphia where I spoke at a conference on how to design a training strategy to support organization-wide Six Sigma learning. Entitled “Gearing Up for Success,” it focused on the linkage that must always be maintained between the training strategy/curriculum and business objectives. Without this, it’s easy for training to become disconnected […]

Having worked on many process improvement projects across multiple SBU’s in my organization in the Sri-Lankan apparel industry, a primary factor that determines the success or failure of any project is the level of cultural acceptance and support a project or practitioner receives from various levels of an organization. Overtime the Sri-Lankan apparel industry has […]

A fellow Black Belt and I were talking about project management skills. She made a very perceptive comment, which I will paraphrase: “Some people are really good at setting up a project – the ability to identify needed tasks, sources of benchmarking information, delegating, putting everything into a timeframe. And others are really good about […]

In the martial arts, you may know that once a person obtains a black belt there are usually levels of progression upwards. Each of these levels is called a “dan” and there can be 3 or more progressive levels, sometimes designated with astripe ortape around the end of the black belt. We’ve taken that concept […]