Just Questions …
- How do you know if your Lean and Six Sigma training and development program is succeeding?
- When you set out on your implementation, did you develop metrics to gage progress and success?
- Is success measured in terms of training and certification indicators or on the changes in business performance?
- Have you what appeared to be a successful implementation in a failing business or business unit? Are you counting projects and certifications still?
- Are you still using the guidelines for selecting and chartering projects that were suitable for training candidates?
- Are those guidelines yielding the very best, most important business issues for attention?
- Are you running into “stranded investments” of trained resources in areas with insufficient opportunities for high impact projects while other areas are resource starved?
- Is the value of the program challenged or suffering diminishing results?
- Could it be that what worked to get launched now constrains the needs of your current life cycle phase?
- Is form constraining substance?
- Are the rules and tools setting the agenda for what is an opportunity?
- Are the real problems going elsewhere for solutions?
- Are the best and brightest clamoring for an opportunity to be part of the implementation or running away to protect their careers?
- Have you checked for generational deterioration and decay of approaches and quality of analysis and solutions?
- Are the Lean and Six Sigma physicians trying to cure themselves?
- Has critical thinking improved or has it been replaced by a checklist and lots of forms for approval?
- When was the last time you ran your program through a full physical and checked if your practices and practitioners fit your current and emerging business needs?
- Will you know in time?
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