The hottest rule of people in enterprises shows si

The Six Sigma reform in the form of movement is a manifestation of the "rule of man" of enterprises

can six sigma help enterprises change their blood? If the "million level" measurement method supports Jixi transformation, what six sigma brings is not quantitative change, but qualitative change, not performance change, but concept change

many people think that six sigma is not suitable for China, because so many enterprises have failed. In fact, even in the United States, where it originated, failure is common. When Joe durry, the author of the book "the power of Six Sigma", came to China last year, he once talked about the failure of Six Sigma in American enterprises because leaders did not really attach importance to the change of Six Sigma, and his leadership role was put in the first place. Because its implementation involves all aspects of the enterprise, it is no wonder that people understand the success of the implementation of Six Sigma as the combination of three key factors: strategic factors, tactical factors and cultural factors, which are inseparable. The same is true of Chinese enterprises, but after some CEOs choose six sigma, the cultural factors faced by Chinese enterprises are more thought-provoking

the conflict between elite culture and civilian culture

Six Sigma is an elite culture. Green belts and black belts should not only have sufficient mathematical and statistical knowledge, but also be the training objects and potential employees according to the logic of Six Sigma human resources training. Six Sigma is a method that relies on the personal efforts of elites to promote process optimization. However, in many local enterprises, such employees are faced with the situation that "the wood is beautiful in the forest, and the wind will destroy it"

some management theories summarize enterprises into four types: equal, hierarchical, people-oriented and task-based. The types of American companies are equal and task-based, and the purpose of company improvement is like a missile to achieve certain goals. It is natural to talk about goals and processes in the United States. Because people who design a special device in the United States advocate personal struggle, the environment in the United States is very suitable for six sigma. Many enterprises in China are more hierarchical. The collective power is the largest, and the Populist Movement seems to be more acceptable to eastern enterprises, such as QC activities, which are very recognized by the Japanese as "national" quality activities, which are still recognized by many enterprises in China today

therefore, in Chinese local enterprises, the implementation of Six Sigma should not be targeted at a few excellent employees. More often, it is necessary to clarify the person in charge and the person who really has the "sword" to play a role in the promotion of Six Sigma

conflict between data culture and experience culture

Six Sigma emphasizes the concept of data, not only because it is a mathematical concept in itself, but also because it emphasizes a more accurate culture. In many enterprises, data is only for performance appraisal, but with the increasingly strict requirements for the paper industry, it is not the concept of production, nor can it faithfully record the process. Such data is useless for six sigma, not to mention, data produced for various purposes will also appear in enterprises, so the culture of data is often relatively rare. Experience is popular because of its fuzziness. Specious, almost, this is also a way of thinking of the Chinese people. So in the operation instructions, an appropriate amount and a little are constantly heard. This is the fatal enemy of Six Sigma. Therefore, if the implementation of Six Sigma in an enterprise without data foundation is successful, it must be another fraud. 163 multi-layer architectural coatings

conflict between institutional culture and sports culture

is Six Sigma sports? Chinese enterprises are actually very good at implementing change, and are good at implementing change in the form of a movement. Once the CEO has made up his mind, it is not difficult to launch a campaign, such as the promotion office, or through those consulting companies

it is undeniable that in an enterprise that completely cannot accept the concept of Six Sigma, this is indeed a method to promote change. But why can't Six Sigma appear as an institution

in fact, the system is a more powerful way. Just as multinational companies require their branches in China to implement Six Sigma, it will not be in the form of a movement, but directly constrained and implemented by the system. Facing the system, most people choose to obey. At the same time, the system is also the signal of the long-term development of Six Sigma

in fact, the Six Sigma reform in the form of movement is a manifestation of the "rule of man" of enterprises. Its worst performance is Six Sigma for the sake of Six Sigma. As a result, six sigma is out of shape, and I don't know what will happen. Most of them are exaggerating the role of Six Sigma. Of course, this is a common problem in any movement. However, no matter what six sigma looks like, no one has to worry, because a movement will always end

there is no need to exaggerate Six Sigma. It is just a method. It should or can be incorporated into the enterprise continuous improvement system as a kind of toolbox. The greatest value of Six Sigma, if any, is to help the CEO think deeply about the current problems facing the enterprise. The result of their thinking is the real six sigma of the enterprise

(end)