Wednesday, October 19, 2011

You Are The Real Boss

A colleague silently expresses his disappointment to me in the last Friday meeting. From the short conversation, I can sense that he is quite unhappy with his superior and the management. He has been with the department for more than 6 years but he is not given a change for his career advancement.

I feel sorry to hear that. From what I know, he is a very experienced engineer who gains lot of respect from his technical achievement.

He told me he is considering of inter departmental transfer but he worry he cannot get the green light from his “BOSS” because there are still plenty of cases need his attention…..

I don’t want to elaborate the case further since the answer is straight forward….

I have seen many similar cases like this, most of the time peoples suffer in such situation prefer to keep silent even they know they were ignored by the management. No one dare to walk into their manager’s office to voice up their feeling and seek for opportunity to fix the problem.

Honestly, I do face the same problem; I really walk into the GM’s office and ask for discussion about my career path, but I was chase out by him. I am quite disappointed when I asked to get out from the office, it is my bad experience. Anyway, I learn something from the lesson.

What for working with the management who don’t appreciate your talent?

Since then, I never treat my employer, managers as my “BOSS”. They are not my boss, they are just one of my customer. I M THE REAL BOSS.

I treat myself a service provider selling a service to the company at the price I think fair for both. I am responsible for the work I deliver. I have the right to ask for the fair price and I have the right to choose my customer who offer me best return and opportunity to growth.

Try to think this way, you may see thing differently….

Originally post on 2007

Thursday, October 13, 2011

The Most Difficult Item In Any Change Project

If you ask me, what is my biggest challenge in any project for continuous improvement?

I always gives a standard answer, i.e. : To change the people’s behavior.

Per my past experience, I always start an improvement project with lengthy discussion with a group of manager. I have to keep on repeat the same story again and again, for month or even for years, in order to convince them to approve my proposal to make a change.

When come to the change execution, actually, this is not so difficult to me, since I m only dealing with machine most of the time. I can simply make a change, do some data collection. And usually it only takes a few weeks for me to complete the task.

Now, come to the full implementation stage, I need to ensure peoples in the shop floor following the new instruction, make use of the new facility given to them and not converting the process system to the old way that they used to it. Dealing peoples in the shop floor always a big challenge to me. People are just simply refused to change; even they knew that they will be benefited in the new system. In my past experience, I ever watch a production operator to perform his duty for more than 6 month, in order to tune him to follow the new work procedure.

This is the reason why many improvement activities takes years to complete, I would say, 50% of the time wasted dealing with peoples on non value added topic.

Saturday, October 1, 2011

A Big Project I Ever Handle

Having a GB project review together with a group of Deployment Champion. To a company that new to Six Sigma, in general, I believe they are impressed with the result presented by the GBs, I m glad to see all the GBs presented their project successfully and they will be reward with an official Green Belt certification in a graduation ceremony.

This is the 1st batch of Green Belt being trained and certified with the classical Six Sigma certification approach. i.e. the candidate have to go through 8 days of class room training to cover all DMAIC tools, work on a project and must be able to demonstrate the capability of using the tool.

Since this is the first time the company adapt the Six Sigma program, and my 1st experience being the key driver of the deployment, some imperfection is expected, but this is not a blocking for continuous improvement.

In fact, we started the discussion about the deployment in July 2010, and we decided to start off a small scale program with the support of three internal staff that has the background of Six Sigma DMAIC methodology. We started the project with Six Sig Deployment strategy set, followed by organization structure, training material and finally training program.

This is not an easy journey to me in the past one year, but it is definitely a great success to me. You know, I m working with a company that do not believe in Six Sigma program once upon a time. People only start to talk about the program after four years since I join them as Project Leader. Anyway, they willing to open up an opportunity to try something new to them, the move is really encouraging.

Well, this is the time I need to prepare for the Wave II training. The demand for Green Belt training is overwhelming, again, this is another exciting challenge waiting for me, I never had the experience to handle such a big group of trainees, I have to think away to overcome the problem.

Let’s see what will happen to the next Wave of Green Belt training.