Articolo su EMQ simile a quello precedente, sempre su lean six sigma come approccio gestionale, in questo caso introducendo il TPS-Lean Six Sigma…
Introducing the first holistic program to address both business and human needs
Ask any CEO what the most valuable asset of his or her company is and they will likely respond with “the people.” People are the driving force in all companies. People are the ones that come up with great ideas. People are the ones that push the buttons, move the pallets, debug the software code, and make the hard business decisions. A recent Gallop study found that in the United States of America, over fifty percent of all employees were not engaged. It is no wonder there are cultural issues, management versus worker issues, and productivity issues that all ultimately lead to loss of profit and market share for the company. So, is there a ‘fix’? Yes.
Introducing the evolution of Lean Six Sigma, TPS-Lean Six Sigma, the first holistic program that addresses not only the business needs, but the human needs as well. With TPS-Lean Six Sigma, the company and the people are developed and optimized together. For the first time in business history, there is a program that aligns the strategic goals of the company with the life goals of the individual. The result is a highly optimized company that is driven by a highly motivated workforce. The revolutionary tool that accomplishes this feat is TPS-Lean Six Sigma.
Let us take a look at the four fundamental elements of TPS-Lean Six Sigma Cycle:
Formulating— This phase involves the formulation of the Organizational, Project, and Personal Balanced Scorecard with regards to the examination of the four perspectives; Financial, External, Internal, and Developing and Learning.
Deploying— Here, all stakeholders participate in the business strategy by communicating and cascading the corporate scorecard to the scorecards of all the underlying business units and teams, and finally linking the team scorecard to the individual performance plan of the employees.
Improving— This means continuously improving both the business system processes, and the talent. The focus here is on correcting mistakes, improving existing capabilities, doing things right the first time, and acquiring new skills and capabilities through gradual improvement.
Developing and Learning— Here, the emphasis is on job-related talent management, business process learning, and to manage and use the talents within the organization effectively.
In conclusion, TPS-Lean Six Sigma is the answer to the voice of the business leaders worldwide to lead to a holistic optimization tool that addresses all corners of the business. It is a tool that embodies all of the benefits of Human Capital development, Lean Principles, Six Sigma Methods, Systems Thinking, and Change Management into one complete package. TPS-Lean Six Sigma is the future of business optimization and will be the method of choice for years to come.
Chuck Hardy is the Executive Vice President and Chief Marketing Officer for Transformation Partners Company LLC, A consultancy specializing in Lean Six Sigma and Product Development applications. Chuck helped author the recently released book titled “TPS-Lean Six Sigma: Linking Human Capital to Lean Six Sigma” released by IAP in November 2007. Chuck is also a Lean Six Sigma Black Belt, and an ASQ Senior Member and Certified Quality Engineer. Prior to joining Transformation Partners in 2003, Chuck worked for Harris Corporation and Metro Circuits. Chuck has an extensive background in quality and management systems and holds a Bachelor of Science degree in Management from Roberts Wesleyan University in Rochester, NY. He can be reached at chardy@tpcompany.com.
