There are no silver bullets
Friday, January 11th, 2008
When you examine a successful product, manufacturing business unit, or manufacturing company, you’ll find that the secret of that success is always someone’s hard work. On the shop floor, hard work can’t be replaced by glibness, a clever presentation, or familiarity with the latest books by management gurus. Machine tools don’t produce anything by themselves, and the most common ingredient in every manufactured good is sweat.
In this issue, we’re presenting a three-article package we call our Six– Sigma Seminar. Lest there be some confusion, we don’t look at Six-Sigma as a silver bullet for manufacturing problems; there are no silver bullets. We know full well that putting Six– Sigma slogans on banners and hiring a consultant won’t reduce waste or increase productivity.
The common message of our Seminar articles is that putting a Six-Sigma program in place is hard work, work that can’t move ahead without the involvement of top management. But once this approach to improving productivity soaks into the system, and becomes the way the floor does its business, the improvements in productivity and quality can truly be impressive. If you invest the necessary effort, Six Sigma can be a real benefit to your operation, be it large or small.
Some experienced manufacturing practitioners insist that Six Sigma really is nothing more than doing things the right way. We think it’s quite a bit more than that, but we understand the source of the skepticism.
Everyone with a work history of more than a few years has seen a manager toss the idea of the month at his/her staff. Wise staffers hunker down and wait, while the rookies quiver and shake, all a-twitter with excitement over the new way of handling processes. As time goes by, after many meetings and little action, a tacit, company-wide agreement emerges to forget about the whole thing. My souvenirs of a job where this sort of nonsense happened regularly include a couple of very nice coffee mugs with mottoes on them, and a large, orange paper clip with a slogan on it extolling the virtues of employee “empowerment.” Nothing kills morale faster than such rot.
Six Sigma, properly executed, has nothing in common with the kind of soul-abrading rubbish I’ve just described. Six Sigma is about fixing processes to improve quality and productivity. Don’t let the jargon about “black belts” or “green belts” get in the way. This stuff can workif you allow it to.
Still, there’s no way around the truth. As these articles explain, getting an effective Six Sigma system in place on the shop floor involves the common denominator present in all manufacturing success-hard, steady, intelligently directed work.