Hunter Freeman - Heroes on Hold Images

The Purdue Alumus November issue had an article about the future of the space program and had these great images that went well with the overall theme/article title of "Heroes on Hold".

Effects of reorganizations

Article on effects of reorganizations

As a result, for a while any individual who would like to step on the gas pedal is basically frozen while everybody tries to figure out how to do his or her job. During that time, most people’s results will go downhill. That’s because the issues that are now most important to my client, and others around her, are:

1. Are the changes finished? Are there more to come? Who’s next?
2. “If I work for her and you report to him, who can make the final decision?”
3. “Does this mean I have to travel by plane twice a month for the department meeting? If I don’t, will I be able to get as much out of a meeting just by dialing in?”
4. “What does this mean for me and my career path? Do I really want to stay here?”

I estimate that it will take four months before this group gets back to business as usual. It’s very unlikely that results will improve during this period. On the other hand, it’s very likely that fear and loathing will increase.

Next time someone brings up the idea of some structural changes at your place, keep this in mind. And remember these two rules of management:

1. Really great leaders can make any organizational chart work effectively. (Poor leaders rarely improve results with an organizational change.)
2. Pros know that people perform best when they are confident about their own situation, so those bosses do what they can to ensure stability. (Weak bosses whine that they can’t get things done because of the org chart

Difference between Lean and Six Sigma

Repost from this site

Many professionals ask "What is Lean?", some ask "What is Six Sigma?", and of course still others ask "What is Lean Six Sigma?" As it turns out, these approaches address similar problem sets but attack them differently. Here is a look at what they are, the difference, the similarities, and the synergies.

The difference between Lean and Six Sigma can be summarized as follows:

Six Sigma = Reduced process variation
Lean = Improved process flow

Let's take a look at each.

What is "Lean"?
In the practice of "Lean", the focus is on breaking down processes to the "bare bone essentials", hence the name "lean". The Lean approach to waste is that "Non-value added is waste". Hence, the proactice of Lean has as its central goal to segregate waste from value in processes, and eliminate the waste and non-value added.

The typical method for practicing Lean is to do the following:

1. Identify Value
2. Define Value Stream
3. Determine Flow
4. Define Pull
5. Improve Process

The focus of Lean is on Process flow. Tools used for the practice of Lean are oriented to visualization, and include tools like Microsoft Visio.

What is Six Sigma?

In the Six Sigma approach, the view on waste is that "Variation is waste".

In practicing Six Sigma, the DMAIC method is used:

1. Define
2. Measure
3. Analyze
4. Improve
5. Control

Six Sigma is a "Problem focused" methodology, and the primary toolset of Six Sigma is Math and Statistics.

The Conflict Between Lean and Six Sigma
There is a "battle" within the Lean and Six Sigma professional communities among many who think their respective way is better and superior. In general, the Six Sigma side claims to be technically superior and that reducing variation gets to the root of the problem. The Lean side argues that basic flowcharting is more often than not all that is needed to produce high impact improvements.

This all has a "territorial" feel about it among consultants and aficionados of each approach or methodology. However, we know that tools are only a means to and end, and that we need to match the tool to the job. Such arguments and territorialism often arise when professionals are attached to the tool, and in essence are a "solution in search of a problem", and want to make sure their solution is chosen more often.

Does the Controversy Matter?
Tough times typically mean LEAN times, and these are tough time economically around the world. It seems that under those conditions, it would be more appropriate to focus on the challenge at hand and use the best tool(s) for the job. The controversy matters little, in my opinion.

Six Sigma and Lean go together hand in hand, although they often are differentiated. Despite any distinctions, the two go very well together and complement one another. For example, it could be a very logical approach to focus on Lean to achieve improved process flow, and at the same time develop a deeper understanding of the process. If more work is needed, Six Sigma could be used to reduce process variation. It seems very logical that they can be effectively deployed together.

Read more: http://www.articlesbase.com/business-articles/lean-versus-six-sigma-whats-the-controversy-what-the-difference-595677.html#ixzz15MoiNo4a
Under Creative Commons License: Attribution

How to Hone Your BS Detecting Skills

Edited from BNET Article by Jessica Stillman

Idea for a ToastMaster speech.

Succeeding in business is all about accurately analyzing information and then making smart decisions. Falling for BS is antithetical to both. But with the world awash in half-truths, partial distortions, aggrandizing exaggerations and out-and-out lies you’ll have plenty of opportunities to fall prey to other people’s bull. How can you protect yourself from being led astray by their nonsense?

Washington, DC based venture capitalist Don Rainey has penned a post for Business Insider’s War Room offering six suggestions to help you hone you BS detecting abilities. The piece is well worth a read in its entirety, but the basic suggestions are as follows:

• Determine what serves the speaker’s self-interest. Whenever someone is presenting a point of view, you owe it to yourself to consider how their opinion might correlate to their own self-interest. After all, there must be some reason they have to make the argument to you in the first place. And that reason more likely correlates with their own self-interest than with yours.
• Question the data. We live in a world of pseudo science, skewed sample sets and anonymous experts. Don’t accept anything as an important truth without first examining the source. Even then - question the underlying assumptions. See Micheal Crit WSJ editorial "Aliens cause Global Warning" and the Drake Equation influence on SETI.
  
• Watch for truth qualifying statements. “To tell you the truth” or “Let’s be frank” or “I have to be honest…” are all statements that beg the question – “Are we starting to be honest just now?”
• Listen for name dropping. Credibility should always be derived from the strength of the argument, known facts and/or the reputation of the person present. If absent prominent people are the backbone of an argument, you should be suspect.
• Notice confusion in response to logical counterpoints. This type of response is meant to undermine your confidence in the soundness of your counter argument without seeking to specifically or factually oppose the point itself. Watch out for confusion when there should be none.
• Beware of the obvious. If a conversation provides you with one obvious thought after another, wait for the end of the train of thoughts as it is typically an illogical conclusion. After getting into a “yes…yes… yes…” rhythm, you may easily accept a well placed random conclusion or mistruth.