It should be an easy thing to figure out, but often times the people in
charge of making decisions don't think them all through. This is true
many times when it comes to making improvements in and business practice
or process. In order to get leaner and more efficient, the company will
bring in somebody from the outside to help teach them and the employees
on how to work smarter and more efficiently.
It should be an easy thing to figure out, but often times the people in charge of making decisions don't think them all through. This is true many times when it comes to making improvements in and business practice or process. In order to get leaner and more efficient, the company will bring in somebody from the outside to help teach them and the employees on how to work smarter and more efficiently.
This idea and practice in itself isn't a bad thing, and can reward those who put the effort into the changes with a number of benefits. But there is a drawback which could go unnoticed or disregarded by individuals that don't necessarily have to deal with it. That drawback is the bringing in of an outsider, somebody who doesn't know anyone in the organization, and of the dynamics or really the history of the organization as it pertains to how things developed at that particular location, and begin hammering for changes.
These changes might be good and they may be necessary, yet all too frequently they go in with a blind eye to actually working together with the men and women that they need to and instead begin ordering all the new changes to be completed. An illustration of this is when the efficiency expert takes aim at a specific vendor. Maybe that vendor has worked closely with the company to stock high volume production products on the factory floor.
After months or maybe years of learning from mistakes, growing and changing, they come up with a system that works for both of them. After all, a good business relationship is reciprocal. The efficiency expert calls items to the vendors attention, wanting to know why this and how that, but not in a method that facilitates trust and a building of relationship, but more in a questioning and accusatory manner.
This isn't the way to build up trust in a relationship and more often than not, this is the way the expert takes on each department and every manager. Instead of working together, they will frequently make it a "them" vs . "me" attitude where the my way or the highway culture begins to form. This can be because the upper management has given them the idea that they will make the changes and if anyone doesn't like it then they will be moved out of the way for progress. The point is that working together; considering every person affected by any changes and incorporating suggestions from different points of views is the best way to go about implementing long term changes.
6 sigma is a
processes that has proven beneficial to all businesses that use it. To
find about getting a Six
sigma training program in your business log onto
sixsigmaonline.org.
