Tuesday, December 20, 2016

Giving Out And Coming Soon

I'm slowly phase out from the Six Sigma program that I build up five years ago. Although this is not the ending I wish, due to the management decision, l have to accept the fact some how.

Starting a program that no body care is always no fun. No body like to pick the assignment if they have better option. Why me, why not others to pick up the assignment ? Because.. neither they nor me have a better option to choose at that time.

Since l can't ran away from the reality, l have to pick it up and move forward. It was my first time initiate a SS programme from the sketch. No experience and without a top down power to back the initiative.

l'm quite lucky l would say, l manage to survive for five years and successfully expand the program quickly throughout Asia Pacific region. More than 40 wave of GB and 5 wave of BB training completed in five years. Close to 20 million euro saving clocked from the program. Most importantly, there is no sign of cool down in training demand after five years.

This are my small achievement over the past five years. What most important to me are the experience acquired from the program deployment. This is priceless.

Now. I reach a point to change, where I have to pass down the job to others and pick up a new assignment.

I wish the good luck is always with me. Whenever I giving out something, there are something better is waiting for me.

I wish me good luck in the coming new year.

Saturday, October 8, 2016

New Mc Donald's Production System

May be, this topic is a bit old to you, or may be you already had some experience with the new system. Anyway, it is new to me.

This is another good automation example I learn.
I wonder why Mc D do not develop an App for the user to order their meal online and they just pick up their order at any nearest Mc D restaurant chain. The app can further cut down their Capex investment in the self service kiosk.

MC D self service kiosk (picture from Google Search)

Monday, October 3, 2016

Six Sigma – A Way Of Life

This is my 6th year driving Lean Six Sigma program in the German based company. Overall, I would say it is a successful program among many others corporate driven continuous improvement initiative. The key success factor behind is the Six Sigma culture, where we try to quantify everything we are measure and the systematic problem solving approach.

Have you ever seen any continuous improvement program, where people declare their success without mention any quantifiable comparison “Before” and “After” improvement? Or they just declare implemented part, but not able to explain the benefit from the implemented solution?

I believe this is very common.

Worst case, after the celebration, people forget about the solution and go back to the old way of doing thing. Solution is not sustainable.
If you are the one still struggle with the problem I mention above, try to consider the Six Sigma approach. A successful adoption of Six Sigma approach will shape the people in an organization to look at problem in different dimension and drive sustainable best fit solution.

Tuesday, September 6, 2016

Conducting A Green Belt At Korea

Comminication is the biggest challeng e to me when conducting Green Belt training for my Korean colleagues. I really have to slow down my speed. Take care of every single detail to enaure an effective communication.

Training session is a little bit boring, mainly due to the difficulty in communication. Anyway, though thing is moving not so smoothly, but manageable. 

This is a new experience gain. Nothing to looses. Most importantto me is, I enjoy the trip, I enjoy the session. 


Sunday, September 4, 2016


This article copied from below link. 

I put down article is to keep remind myself of habit number 5
It is not easy to to be a good listener. But it is a very important skill I need to master in order for me to move foreword.

Communication is the most important skill in life. You spend years learning how to read and write, and years learning how to speak. But what about listening? What training have you had that enables you to listen so you really, deeply understand another human being? Probably none, right?

If you're like most people, you probably seek first to be understood; you want to get your point across. And in doing so, you may ignore the other person completely, pretend that you're listening, selectively hear only certain parts of the conversation or attentively focus on only the words being said, but miss the meaning entirely. So why does this happen? Because most people listen with the intent to reply, not to understand. You listen to yourself as you prepare in your mind what you are going to say, the questions you are going to ask, etc. You filter everything you hear through your life experiences, your frame of reference. You check what you hear against your autobiography and see how it measures up. And consequently, you decide prematurely what the other person means before he/she finishes communicating. Do any of the following sound familiar?

"Oh, I know just how you feel. I felt the same way." "I had that same thing happen to me." "Let me tell you what I did in a similar situation."

Because you so often listen autobiographically, you tend to respond in one of four ways:
Evaluating:You judge and then either agree or disagree.
Probing:You ask questions from your own frame of reference.
Advising:You give counsel, advice, and solutions to problems.
Interpreting:You analyze others' motives and behaviors based on your own experiences.

You might be saying, "Hey, now wait a minute. I'm just trying to relate to the person by drawing on my own experiences. Is that so bad?" In some situations, autobiographical responses may be appropriate, such as when another person specifically asks for help from your point of view or when there is already a very high level of trust in the relationship. 

Sunday, March 20, 2016

Lean Six Sigma Program Maturity Index

Process performance are pretty easy to be quantify and measured. What about the Program Performance ?

How to quantify and measure a LSS program performance then ? And what should be the meaningful response we should monitor 

In fact, there are few parameter generated from a LSS program.
- Saving from improvement project
- Total GB and BBs trained and certified
- Total project success rate / completion rate from each wave of training
- The continuity of applying Six Sigma approach after GB n BBs getting their certification

The first three parameter reflect the GB BBs performance and training effectiveness, which is quite easy and straight forward. The last one measure the level of management involvement in a LSS program.

How to do it ?
I have the way of cause.

Sunday, February 21, 2016

Why Your Lean Six Sigma Program Doesn't Work ?

A top guy ask me, he has certify more than 50 Green Belt and 10 Black Belt over the year. He also put a lot of effort and resource promoting the Lean Six Sigma culture through out the organization. But, overall company performance seem not improve, some KPI even goes toward a negative direction. Why ?

So, from here. He is quite disappointed with the program. And he made a conclusion, the program is not really effective, DMAIC is not user friendly, therefore the level of applications is low.

Conclusion, Lean Six Sigma DMAIC is not a solution for all !

Do you ever experience such situation ?

Ok, let me tell you. I walk through the EMS, Semiconductor Assembly, Quality Control, Transactional Business Process over my past 10 year in Lean Six Sigma training and project coaching. I have many success story to proof it works well in these fields.

What went wrong when a deployment fail ?

Let's discuss...

Saturday, February 13, 2016

How Much You Need For A LSS Deployment?

How much investment is needed for a Lean Six Sigma (LSS) deployment?

This is a common question usually ask by the management (I would call them pay master) when talk about LSS deployment. I can understand their concern, as ROI is one of the key indicators to measure their business success.

There are companies invested millions in this program deployment, including infrastructure setup, training, promotion and so on. Of course, they also reported millions of millions saving realized from the program (I don’t know how true it is), yet, all the business KPIs seem not really improve.

Then, people will start to challenge the effectiveness of LSS approach, so much money, resource, effort put in, but no result. And slowly, the program dies off.


I have some experience to share, what you should do to avoid falling into the trap.

Contact me if you need help.

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