Regular physical examination with accurate positioning can discover hidden dangers of human health in time. Systematic and effective management system/corporate culture diagnosis is helpful to find the shortcomings and weaknesses in the business process of enterprises and lay the foundation for putting forward the "healthy" plan of enterprises. In the actual operation process, there are various deviations and problems in enterprises.
Before implementing Lean Six Sigma, we went to a well-known Hong Kong-funded enterprise for diagnosis and investigation, and found that the management system of the enterprise was improved to an amazing extent. There are various performance appraisal indicators posted on the website, and each indicator has a quantitative goal, and there are actual performance changes every month, week or even day. These various reports, like the nervous system of an enterprise, continuously collect the information of all aspects of enterprise operation, which is the digital diagnosis result of enterprise health. Unfortunately, I didn't see any summary and analysis table about these performance information. If the data is not processed, it will always be just data, and we can't capture enough things we want from it. Only after processing and discovering the hidden rules behind the data can we serve our decision-making. This is not realized by most domestic enterprises at present. The diagnosis of any enterprise is like this. What we see is always a phenomenon. Only by summing up the law from the phenomenon and finding the problem can we achieve the purpose of diagnosis.
In the companies that implement Lean Six Sigma, it is rare to conduct special change history investigation or corporate culture evaluation before implementation. However, some consulting organizations will "do nothing" because of their interests (do not diagnose corporate culture). This is one of the biggest failure factors for companies that have failed to implement lean six sigma so far. Through a lot of practice and observation, I found that not all enterprises are suitable to improve their performance through lean six sigma. Companies that don't have a good corporate culture to adapt to changes can rarely successfully implement lean six sigma, regardless of their own performance and position in the industry. So how to judge the culture of an enterprise? In addition to professional evaluation technology, a simple and easy way is to look at the history of this enterprise to promote other management methods. If we say that all kinds of management methods and tools have been implemented in the past, we can't even find the shadow now, then lean six sigma will probably fall into the same fate, because lean six sigma will not take root in enterprises, including foreign-funded enterprises that many people think represent the so-called advanced management and trends.
2. Suggestions and advice
① When implementing lean six-fitness, the steps of management system diagnosis and corporate culture diagnosis cannot be omitted under any circumstances, otherwise, the result of "prescribing medicine without seeing a doctor" will be obtained;
(2) The diagnosis report should be read not only by the general manager, but also by all managers, each of whom should read it for more than ten times and write a review;
③ People who know how to introspect and sum up experiences and lessons are promising people, and enterprises that know how to introspect and can constantly improve the results of introspection are powerful enterprises;
④ Corporate culture determines the implementation effect and even success or failure of Lean Six Sigma. Habits can be changed, and corporate culture is no exception;
⑤ Being busy collecting data every day and doing nothing is worse than not collecting data, because it wastes a lot of resources and time. For people, ability is important, but learning ability is more important, as well as for enterprises.