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Program
Tune-Up and Balancing
Essential Questions:
1. How do you know if your Lean and Six Sigma
training and development program is succeeding?
2. When you set out on your implementation, did you
develop metrics to gage progress and success?
Is success measured in terms of training and
certification indicators or on the changes in business
performance?
Are you counting projects and certifications
still?
3. Have you has what appeared to be a successful
implementation in a failing business or business unit?
Are you still using the guidelines for selecting
and chartering projects that were suitable for training
candidates?
Are those guidelines yielding the very best, most
important business issues for attention?
Is form constraining substance?
Are the rules and tools setting the agenda for
what is an opportunity?
Are the real problems going elsewhere for
solutions?
4. Are you running into “stranded investments” of
trained resources in areas with insufficient opportunities for high
impact projects while other areas are resource starved?
5. Is the value of the program challenged or
suffering diminishing results?
Could it be that what worked to get launched now
constrains the needs of your current life cycle phase?
Are the best and brightest clamoring for an
opportunity to be part of the implementation or running away to
protect their careers?
6. Have you checked for generational deterioration
and decay of approaches and quality of analysis and solutions?
Has critical thinking improved or has it been
replaced by a checklist and lots of forms for approval?
Are the Lean and Six Sigma physicians trying to
cure themselves?
7. When was the last time you ran your program
through a full physical and checked if your practices and
practitioners fit your current and emerging business needs?
Will you know in time?
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