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Chapter 2

Chapter 2. Implementation “Show-Stoppers,” Roadblocks, and Barriers. Show-Stoppers. Before implementation can begin, it is necessary to have completed two prerequisites: Top-down leadership Employee empowerment. Top Down Leadership Improvement = Change. Leaders are responsible for:

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Chapter 2

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  1. Chapter 2 Implementation “Show-Stoppers,” Roadblocks, and Barriers.

  2. Show-Stoppers Before implementation can begin, it is necessary to have completed two prerequisites: • Top-down leadership • Employee empowerment IT-465 Six Sigma Lean

  3. Top Down LeadershipImprovement = Change • Leaders are responsible for: • Creating & communicating the company’s vision, direction, and strategy. • Empowering the workforce. • Hands-on leadership. • The above has to be in place for WCM to begin. • Manufacturing Insanity is defined as doing the same thing day after day, and expecting different results. IT-465 Six Sigma Lean

  4. Middle Management • A supporting management base is also required. • These leaders must understand that: • Elimination of all waste is required and development of customer satisfaction. • Communication facilitates teamwork, everyone needs the playbook. • Be prepared to repeat the message • WCM desire is required. • Vision of long-term payback. IT-465 Six Sigma Lean

  5. Empowerment Prerequisite • This is the second show-stopper. • Entire team pulling in one direction, with one agenda. • Provides employees with the opportunity to influence results while having a sense of accountability and ownership. IT-465 Six Sigma Lean

  6. Empowerment • Occurs in an environment where the following exists: • Leadership vs. management. • Employees are recognized as the most valuable resource. • Teamwork. • Decision-making is delegated. • Openness, initiative, and risk taking are promoted. • Accountability, credit, responsibility, and ownership are shared. IT-465 Six Sigma Lean

  7. Empowerment Barriers • Lack of trust • Poor relationship between mgt & labor. • Poor communication • Supports a lack of trust. Unclear expectations. • Fear • People fear the unknown, therefore resist chg. • Lack of training • Inadequate training leads to confusion, frustration, & anger • Lack of measurement • What gets measured, gets done. IT-465 Six Sigma Lean

  8. Implementation Roadblocks • Concrete mindsets & bad habits • We have always done it this way. • People • Most valuable asset/Largest roadblock • Plant baselines • Need to understand education & culture • Continuous communication • Have to repeat message • Middle management conversion • Frozen middle IT-465 Six Sigma Lean

  9. Barriers to Implementation • Identify forces favoring implementation • Identify forces opposing implementation IT-465 Six Sigma Lean

  10. Forces Favoring Implementation IT-465 Six Sigma Lean

  11. Forces Favoring Implementation IT-465 Six Sigma Lean

  12. Forces Favoring Implementation IT-465 Six Sigma Lean

  13. Forces Opposing Implementation IT-465 Six Sigma Lean

  14. Forces Opposing Implementation IT-465 Six Sigma Lean

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