Page 207 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

178 Chapter Seven

The goal for achievement should be known to everyone. It can be product-
oriented, or directed toward manufacturing or administrative operations. It
need not be companywide. However, the scope can be broadened at any
time. Once the goal has been determined, the means to achieve the objective
can be developed.

7.7.3 Develop a Plan
There are five steps to incorporating value engineering into operations:
1. Evaluate the system.
2. Define an objective.
3. Develop a plan and organization to achieve the objective.
4. Understand the principles.
5. Implement the plan.
Each step can be approached in a number of different ways. However, there
are certain specific problems to be considered and pitfalls to be avoided in
each. Understanding the problems and pitfalls rather than outlining a
specific method or procedure should provide the necessary guidelines for an
effective operation. In many cases, a consultant can aid in the initial stages
and support each step of the process, by providing the broad range of his or
her experience for the client to build upon. However, it is important that the
consultant have the type and quality of experience needed to ensure success.

The coordinator should be required to select a consultant, develop an edu-
cational plan, aid in organizing and conducting workshops, and identify
people who may be developed into value specialists. The extent of these
programs will depend upon the size and scope of the company.

From what we have noted here, it is obvious that the problem is complex
from the standpoint of options. However, successful operations do not have
to be extensive. Starting small and developing successfully is preferred to a
lot of noise and a big crash because of poor planning.

Attitude
One of the most important factors in value engineering is attitude; attitude
of management and people on task teams. A positive, cooperative, sup-
portive attitude is required. In many cases value engineering actually
requires a new management style. It cuts across organizational lines, looks
at taboo aspects of a problem, and recommends drastic changes compared
to the past. To accept these disruptions to the old way of doing business
requires faith, understanding, and a positive attitude.