This blog series explores the foundation for and a basic overview of a Six Sigma deployment and implementation process within an organization.
Efficiency and Effectiveness
Efficiency and Effectiveness
George Eches, a Six Sigma Consultant, lists “efficiency and effectiveness” among the highest intentions of implementing Six Sigma methodologies within a business. His group has been asking the following four questions of training participants over the last several years.
You too might want to take a stab at answering these questions for yourself -- your learning value. To add more value and meaning, make your answers all about you -- if possible.
I will post again soon with how to read your answers and provide a small summary regarding "efficiency and effectiveness".
1. What percent of your day is spent correcting a portion of your product or service that another stakeholder was to have completed correctly (without defect) the first pass?
2. What percent of a fellow stakeholder’s time is spent correcting a portion of your product or service that you were to have completed correctly (without defect) the first pass?
3. What percentage of your time is spent with “value added activities”?
Before you can claim value added activity it must meet all of three of following criteria;
a. Customer considers this activity important.
b. There must be physical change to the product or service involved in the activity.
c. The activity must be done right (correct, w/o defect) the first time.
4. How well does your most important customer rate you in terms of meeting their needs and requirements? Scale range is 1 -10, with 10 being the optimal.
You must be able to identify your most important customer – likely for many that is an individual, team, group, department or another site location (branch) of your business. For some the most important will be the external customer.
Each of you might try this little quiz for yourself. Be honest, no one is looking over your shoulder or at your answers.
Be sure to look for my next posting, I will summarize “efficiency and effectiveness” – as well we will discuss how to read the results of your answers to these 4 important questions.
Thanks for following my blog posts.
Blessings to all,
Charles Wilson, Ph.D.
Aka Lakota (TreQna)
Aka LakotaEagle (Twitter)
Looking for free downloads, articles, eBooks, training opportunities and more? Please visit TreQna University.
http://www.treqnauniversity.org
George Eches, a Six Sigma Consultant, lists “efficiency and effectiveness” among the highest intentions of implementing Six Sigma methodologies within a business. His group has been asking the following four questions of training participants over the last several years.
You too might want to take a stab at answering these questions for yourself -- your learning value. To add more value and meaning, make your answers all about you -- if possible.
I will post again soon with how to read your answers and provide a small summary regarding "efficiency and effectiveness".
1. What percent of your day is spent correcting a portion of your product or service that another stakeholder was to have completed correctly (without defect) the first pass?
2. What percent of a fellow stakeholder’s time is spent correcting a portion of your product or service that you were to have completed correctly (without defect) the first pass?
3. What percentage of your time is spent with “value added activities”?
Before you can claim value added activity it must meet all of three of following criteria;
a. Customer considers this activity important.
b. There must be physical change to the product or service involved in the activity.
c. The activity must be done right (correct, w/o defect) the first time.
4. How well does your most important customer rate you in terms of meeting their needs and requirements? Scale range is 1 -10, with 10 being the optimal.
You must be able to identify your most important customer – likely for many that is an individual, team, group, department or another site location (branch) of your business. For some the most important will be the external customer.
Each of you might try this little quiz for yourself. Be honest, no one is looking over your shoulder or at your answers.
Be sure to look for my next posting, I will summarize “efficiency and effectiveness” – as well we will discuss how to read the results of your answers to these 4 important questions.
Thanks for following my blog posts.
Blessings to all,
Charles Wilson, Ph.D.
Aka Lakota (TreQna)
Aka LakotaEagle (Twitter)
Looking for free downloads, articles, eBooks, training opportunities and more? Please visit TreQna University.
http://www.treqnauniversity.org
Total Comments 2
Comments
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Interesting post, Doc! A couple of thoughts on this looping into another favorite topic of mine...
1) Who is the most important customer? One who gives us the most $$$ today? Or the one who has most potential for most medium to long term $$$ (and who may not be the biggest buyer today)?
2) Is $$$ the most important aspect in ascertaining key clients? Or should one look at what value we deliver and how important we are to him in terms of our product or service achieving some important personal or professional objective?
If I were to ask folks in my company, the answer would be "both" or "it depends" for both my above questions. But what would your response be?
Cheers!Posted 07-23-10 at 10:16 by netneanderthal 
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Netneanderthal,
Good questions and since you asked I will run my neck wayout onto the chopping block.
For question one I would elect to answer your most important customer is first the internal ones. Without them and without their resolve for excellence in all they do -- we have little to share or exchange for money.
Sticking with your options I would suggest the best answer to be, " the one who has most potential for most medium to long term $$$ (and who may not be the biggest buyer today)."
For question two, my answer is certainly we are all in business to make money. There are a few who are in business for the "fellowship" or to serve mankind in some manner -- we call those organizations non-profits (or open source).
"Or should one look at what value we deliver and how important we are to him in terms of our product or service achieving some important personal or professional objective?"
This is called a building a partnership.
If we intend to be in business to make money, we had better be able to match our skills, abilities, and the pots and pans we bring to the table that complement those of our potential partners -- and greatly assist in successful achievement of their desired business results. Other wise, why would they need us?
At the least this partnership should be a fair exchange for the things you bring to the table that ais valued in ssistsing them in becoming more successful -- in exchange for a fair market value (money) for our pots/pams/efforts.
I personaloly like tipping the scales in their favor -- del;ighting the customer/partner. I like to under promise and over deliver, to give more than I get.
Thanks for following this blog and for your comments. They do serve to make us think beyond the posts and apply some of this onfo back into our working situations.
Blessings,
LakotaPosted 07-27-10 at 22:11 by Lakota
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