Sunday, January 24, 2016

A Lesson Learnt

I attended a training at Dresden, that conducted by a consulting firm of a well known German sport car manufacturer. It was a Lean training, but I would say, that is not the training l m looking for.  

The training was organize by the center of operation from HQ, with an objective to enhance competence of a group of internal consultant. Mainly the soft skill portion. Unfortunately, the four days training end up just focus on lean principle and VSM. Talking about the Lean transformation the company gone through and a car assembly line visit. 

Beside this, training agenda was not share in advance, I only be brief on the topic to be cover every morning before the session start. Haha, this was my first experience in a training that organize this way. Quite a mess I would say. 

There are few possibilities that causing the mess. It could be due to the requestor did not fully understood their need, expectations was not communicated and understood, and the service provider tailor the training program based on assumptions. 

As a training service provider. Such issue is common to me. A lot of time requestor request a training but unable to describe their need or their end in mind precisely. It was the responsibility of a service provider to help their client sort out the issue, before we finalize and sign off the agenda. Activity should not start without properly defined agenda. 

My recommendation, service provider shall know the following before a training start. 
1. Know the end in mind of the requestor 
2. Know your audience 
3. Know your direction 

Friday, September 25, 2015

Lesson Learnt From The VW Scandal

I believe most people aware about the recent VW scandal. Me too.

To me, l have special feeling when l look at the case from different dimension. Mainly because l work in a Germany based company and the German culture directly or indirectly influence my behavior.

I have to admit l feel very proud to be an employee of the Germany Based company and enjoy working with the German who practice good disciplines, no compromise in quality, very focus,very detail and highly systematic. This is what l call the German Culture. These are the good thing l like to mention when talking about the German. Of course I don't forget the beer.

Almost 9 years in the company and working together with my German counterpart, l slowly recognized the secret that driving the German to be so successful today is the German Culture. I remember l tell myself before, this is the good practice l shall acquire if l want to be at their level. So, l pick it up and practice. No compromise even to myself. I can go to extreme to fail my KPI fulfillment, but l do not want to compromise with a lousy work.

This is my principle, and l think there is nothing wrong to stand firm with the  principle.

On the other hand, KPI fulfillment seem like very important in the business world. Even the CEO of the car maker willing to risk the German pride for the shake of KPI fulfillment.

I thought, this just a single event, but l was wrong. I saw another one demonstrate his intention to by pass the German culture also for the KPI recovery. I feel quite unfortunate to see such thing happen. May be, they forget their responsibility.

Again, l want to emphasis my point here. The German culture is a good culture l respect and should learn.

The lesson learnt from the scandal
- Being a leader of a multinational company. Their responsibilities is not only limited to increase value add to the share holder, they are also carry the responsibility to protect national pride.
- KPI recovery could be pretty easy, any how it is just a number game that can be explained. But once the national pride being damage by a misconduct. It is almost impossible to recover.

Thursday, July 23, 2015

It Is My 5th Year Being A 6Sigma Program Lead

My manager ask me. What is my long term plan ? What I want to be in the coming five years.

Am I still want to be the six sigma program lead in the organization? In fact, I know, he is hinting me, I should consider to change my function if I wish to go next level of my career grow.

I'm shocked being post by such a difficult question. On the other hand, I should thank him for triggering me to deeply think about my future. I know, it is time for me to get out of the comfort zone n pick up new challenges.

It is not easy to give away a job that I like. But every program have its saturation stage. I need to accept the change when reaching the life cycle. This is life.

what I want to be ?

I do spend some time think about the question on the way to Munich. Yet I couldn't find an answer for me.

Thursday, June 18, 2015

What Cause A Six Sigma Program Fail ?

I'm never expect the program that I put in a lot of effort to build up and grow in the past fours years has come to the stage where I need to get myself prepare to face the bad situation, that may lead to a total program failure over night.

It is quite a pity to see a program that moving on the right track, consistently delivering result, was ignored when a new management come in with new set of believe. When the management believe Six Sigma program do not deliver any value add to them, continuing maintain the program will eventually become a burden.

Since the change takes place in last April, I foresee the day will come, just a matter of time. I keep telling myself, I should take the initiative to promote the program to the new management, to help him understand better, and hopefully I can turn around the situation.

Yes, I did try several time to discuss about the program, but the end result seem not promising. I'm a bit loss, further more, rumour flying everywhere for sure affecting my motivation level in such uncertain situation.

Well, I had try my best to change the situation, they hold the power to decide whether to keep it or leave it. Just wait and see.

Wednesday, May 20, 2015

A Recognition From China

On 9 to 10 Apr, by responding to the earnest invitation of Ms. Lu Lisa, head of IFWU LOG, and Mr. Wang James, head of IFWU Academy, Mr. Mok Fock Lin, IFMY lean master, came to Wuxi and delivered a very vivid and impressing logistic-specific lean training. 16 logistic specialists from IFWU, IFCN and IFBJ attended this two-day training at Wuxi site.

LOG specialist from Wuxi, Beijing and Shanghai shared the 6 Sigma+Lean training at Wuxi
Ever since 6 sigma + lean programs were launched at IFWU, the concept has been widely accepted among engineer and quality sections. But to supporting functions like logistic department, 6 sigma + lean is still an unknown area that's barely touched. To make the complicated LOG operation process lean and fast, the introduction of 6 sigma + lean concept becomes a necessity.
During this training, Mr. Mok Fock Lin elaborated on the basic knowledge of 6 sigma and lean. The LOG colleagues were deeply impressed by the overall introduction of detailed tools and methods to define a problem, to analyze the root cause and to make improvements. Combined with concrete logistic related examples as well as Infineon experience, we have easily acquired the steps of problem definition, root cause finding and improvements methodology, when solving a problem.
Mr. Mok Fock Lin asked us to do some simple exercises to help us easily understand how to apply the tools. We discussed in groups how to teach a 3-year-old child simple addition and subtraction by referring to the Visual Control and POKA-YOKE, which actually deepened our understanding of these two theories that can be widely applied in ware house management.

Group discssuon and presentation seesion during the training of  Visual Control and POKA-YOKE methods
As the last part of the training, we had a business scenario simulation exercise to optimize the supply chain process from order receiving to goods delivery by applying lean tools we’ve learnt. During the first round, our on time delivery was only 70% with high inventory in our premise. Next few rounds everyone gave suggestions to improve the process, Mr. Mok also provided us some guidance to apply lean tools. As a result, we achieved 100% on time delivery with 70% inventory reduction and 40% headcount reduction. “It’s unbelievable!! The training is really beneficial.” Most LOG colleagues expressed their heartfelt feelings at the end of the training.
The flowchart of supply chain process
 improvements during our practice was recorded
Ms. Lu Lisa said, “Logistic staff thought 6 Sigma + lean as a mere production topic. This training transformed our mindset totally. It helps us think systematically in our job; we learnt the tools like DMAIC , 7 wastes and Kanban etc. Next step we will define two lean projects to apply the lean tools.”
Cheng Bruce from IFCN said, “The training helps me a lot in doing daily work and projects; the concept and knowledge of 6 sigma + lean can be easily used in many logistic process.”
"My deep impression lies in  the excises which allow participants to earn how to use the lean tools to understand the weakness in process and how to improve. They  are excited with the result after improvement through excises ". Mr. Wang James expressed.
With the application of 6 Sigma + Lean in logistics function, and under the joint efforts of China LOG team, we are confident to work out higher performance logistic solutions.

China LOG Team at Infineon Wuxi

AUTHOR: Jiang Ulysses (IFWU LOG), Wang James (IFWU ACA)