Making Six Sigma Last : Managing the Balance Between Cultural and Technical Change

Customer Reviews

Resistance to change is inevitable, Making Six Sigma Last accepts that fact and shows the reader how to overcome the resistance and win over the resisters. The method of addressing objections on a point-by-point basis with responses was particularly helpful. Most members of Six Sigma teams will recognize these objections from coworkers or supervisors.

Humorous and full of interesting examples drawn from his experiences as a consultant and lecturer, his book is the next best thing to hearing him speak!

In Making Six Sigma Last, Eckes provides tools to help create an awareness of the need for a Six Sigma culture (based on threats and opportunities), identifies the four types of resistance and specific steps that can be taken to overcome them, explains how to mold the vision of a Six Sigma culture, and provides specific tools that can be used to measure the culture of your organization. George also offers experienced guidance in how to change job structures in your organization in ways that can compound your Six Sigma success.

Your time will be well-invested reading Making Six Sigma Last. It is benchmark work. You will be challenged, informed, encouraged, entertained, and very possibly taken to the next level in your pursuit of never-ending improvement.

In recent years, I have become more involved in Six Sigma or process improvement programs which vary somewhat in terms of their design and scope but all of which encountered several of the "pitfalls" which Eckes discusses in Chapter 8:

1. Feeling obligated to achieve quick success

2. Clogging up agendas with competing distractions

3. Having unrealistic time frames

4. Ignoring previous quality efforts

5. Conducting poor Six Sigma cultural planning and follow-through

6. Delegating (i.e. dumping) cultural development or seeing it as a one-time event

7. Not having appropriate cultural goals or objectives

8. Not allowing for unexpected interruptions

9. Allowing false or cosmetic positive readings to suggest authentic cultural transformation has been achieved

10. Underestimating resource allocation

Of course, whether or not involved with Six Sigma initiatives, any organization can experience some or even all of these "pitfalls." In this book, Eckes offers sound, street-smart advice on how to avoid them. Time and again, he places great emphasis on the importance of cultural values by which everyone involved in a Six Sigma can be guided and, when under duress, sustained. Herb Kelleher has this in mind whenever he explains what Southwest Airlines competitive advantage is: "Maintaining excellent customer service involves a process of getting people to understand the importance of it to them in their daily lives as well as in others'. We were a little concerned as we go bigger that maybe some of our early culture might be lost so we set up a culture committee whose only purpose is to keep the Southwest Airlines culture alive. Before people knew how to make fire, there was a fire watcher. Cave dwellers may have found a tree hit by lightning and brought fire back to the cave. Somebody had to make sure it kept going because if it went out, there would be serious problems. That cave dweller was the most important person in the tribe. I said to our culture committee, 'You are our fire watchers, who make sure the fire does not go out. I think you are the most important committee at Southwest Airlines.' I really do believe that to be the case." This is precisely what Eckes means by "culture" in this book. For everyone in any organization already embarked on a Six Sigma program or now considering one, this is a "must read."

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