This blog series explores the foundation for and a basic overview of a Six Sigma deployment and implementation process within an organization.
Focus on Internal Customers
Posted 07-05-10 at 10:01 by Lakota
Focus on Internal Customers
People who do the work in your organization will Make or Break your Cost Control Efforts.
With appropriate people development, the attitudes and behaviors of “worker bees” can be tuned in to the strategy of the organization.
“Worker Bees” that do not agree with the strategy -- will likely self select to leave the organization. This is a benefit to both the individual and the organization.
Only those who understand and support the strategy will make the kinds of decisions that are appropriate for long term business results.
Focused strategy and supportive people, require systems that allow them to do what needs to be done in the most cost effective and efficient manner.
No matter the strategy, if six signatures and a requisition in triplicate are required to purchase a pencil - there is not much opportunity to be cost effective or efficient.
When your strategy, people and systems action plans are working in harmony through the internal customers of your organization, it is difficult not to become more cost effective and thus successful in that arena.
Continued effort in the certainty that the strategy is correct, that people are developed and systems are performing as needed, is where you place your cost control efforts.
Thank you for taking the time to read my blog -- it is very much appreciated.
Blessings to all,
Charles Wilson, Ph.D.
Director
TreQna University
aka Lakota (TreQna)
aka LakotaEagle (Twitter)
Please visit TU and complete your free Six Sigma White Belt Course.
Soon to be released our Six Sigma Yellow Belt Training Certificate program.
http://www.treqnauniversity.org
People who do the work in your organization will Make or Break your Cost Control Efforts.
With appropriate people development, the attitudes and behaviors of “worker bees” can be tuned in to the strategy of the organization.
“Worker Bees” that do not agree with the strategy -- will likely self select to leave the organization. This is a benefit to both the individual and the organization.
Only those who understand and support the strategy will make the kinds of decisions that are appropriate for long term business results.
Focused strategy and supportive people, require systems that allow them to do what needs to be done in the most cost effective and efficient manner.
No matter the strategy, if six signatures and a requisition in triplicate are required to purchase a pencil - there is not much opportunity to be cost effective or efficient.
When your strategy, people and systems action plans are working in harmony through the internal customers of your organization, it is difficult not to become more cost effective and thus successful in that arena.
Continued effort in the certainty that the strategy is correct, that people are developed and systems are performing as needed, is where you place your cost control efforts.
Thank you for taking the time to read my blog -- it is very much appreciated.
Blessings to all,
Charles Wilson, Ph.D.
Director
TreQna University
aka Lakota (TreQna)
aka LakotaEagle (Twitter)
Please visit TU and complete your free Six Sigma White Belt Course.
Soon to be released our Six Sigma Yellow Belt Training Certificate program.
http://www.treqnauniversity.org
Total Comments 4
Comments
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Doc - a quick question for pondering over with an anecdote...
My prof at a supply chain course in college once asked the class "Who is your customer?"
A myriad of answers were thrown back from "the one who pays", to "the one who uses", to "the one that decides to buy", etc.
But then he opened our eyes to an important facet and defined a customer as "the next person in the process". The tenet attached to this statement was that this of course, required all people in the process working to achieve a common set of goals.
I think this sort of ties in, in principle, to your post and I would like to ask you this question:
In your experience, how often to companies look to carry out an internal customer satisfaction exercise? These can show how well internal teams coordinate with each other, but more importantly (and selfishly) for the folks in our world, reveal insights into potential root causes for process bottlenecks.
I know this might be a logistical pain to organize and get together, but have you seen something like this before or have any thoughts on the above question?
Nice to have you back @ the blogs, Doc!
Cheers!Posted 07-13-10 at 10:25 by netneanderthal 
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netneanderthal,
Thanks for your comments and question.
Hats off to your college professor -- he hit the nail on the head.
I have seen internal customer satisfaction processes done in all manner of style. Perhaps my favorite is that of setting up "natural work teams" within a department. These folks meet and work together on problems of all types they face as a team and in their part of the business.
Departments or business units typically have several different types of natural work teams within their specific areas of concern. Most often these touch each others lives, business dealings and certainly often represent different parts of a process or processes owned or contained within the area of responsibility of a business unit or department.
Very often it is at the boundary or hand off level where one part of the process ends and the next begins (natural work team to natural work team) that the greatest area of opportunity for making breakthrough improvements exists.
Now to resolve issues, pains or concerns -- we find it beneficial to merge two teams -- called "cross functional work teams" to address and correct these commonly shared problems -- thus again gaining internal customer satisfactions.
The natural work teams should be meeting weekly to address issues and work on continuous improvement opprotunities. Cross functional teams meet and merge when there is need.
However, quarterly the business unit or department should hold a day long affair to share and "reward" these teams efforts, projects, findings, and breakthrough or continuous improvement successes.
With each business unit or department performing in this same manner, now the entire organization is actively involved in carrying out the strategic plans and resolving internal as well external customer satisfaction issues or concerns.
Too, the executive management team can communicate in a newsletter, live presentation, video presentation -- the state of the business as a whole and how all are doing towards achievement of the desired results.
Also they could hold simi-annual or annual team recognitions for achievements of internal customer satisfactions and external customer satisfactions. Communications, rewards , recognitions, -- as well placing importance on the organizations desired business results would be reinforced.
There is some cost -- including time -- that would be incurred with this approach. Likely, many would reject such an effort. However, I have seen it work and work well. Once started it takes on a life of its own and grows into other areas of business life.
Good question. Hope my answer satisfies -- if not come back to me.
BLessings my friend,
LakotaPosted 07-14-10 at 00:33 by Lakota
Updated 07-14-10 at 00:39 by Lakota -
Your comments certainly do shed some light on how this happens in the real world - nice to see companies making concerted efforts towards an approach like this.
BTW, my prof studied at Rutgers U, at NJ - a place reputed to have a pretty mean supply chain and operations management course...Posted 07-16-10 at 11:20 by netneanderthal
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Seems most University's have at least one course among the various majors that stands out as "too mean to glean". Mine was Research Design and Statistical Measurements course that was on my degree list of must have's. Those that went before me said the prof loved to fail all takers the first time around.
This was a 6 credit hour course, which I waited until my senior year to take on the theory I would be motivated to pass first time or else I would not graduate with my mates.
72 of us started the class and 17 finished. Motivated by fear of failure -- made the lone "A". Having escaped the clutches of this prof, I never took another course from him during my quest for advanced degree's.
I was blessed, for it was "teachers" of his style that lead me to teaching style of "be able to do", making the complex easier to understand, sharing the answer's to the final competency up front and teaching the rest of the course on those "objectives" I wanted the participants to hold forever as their own.
Just as bad systems can defeat good people, so too can bad leadership styles or people dealing styles. The trick is to learn from the experience and "pay forward" those lessons learned so others are blessed and will as well bless their circles of influence.
Thanks for following my blogs and taking the time to post comments. You are much appreciated.
Blessings my friend,
LakotaPosted 07-18-10 at 01:12 by Lakota
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