Page 298 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

266 Chapter Nine

Principle 15. Dynamics
A. Allow (or Design) the Characteristics of an Object, External Environment,
or Process to Change to be Optimal or to Find an Optimal Operating Condition
• Empowerment.
• Customer response teams.
• Continuous process improvement.
• Rapid reaction force.
• Swatch design proliferation—design for specific market niches.
• “Cafeteria” benefits—where employees pick which types of insurance
and health system, etc., they want.

B. Divide an Object into Parts Capable of Movement Relative to Each Other

• Work teams are oriented to achieve the same goal, but work at different
rates on different objectives.
• Geographically or functionally independent business units.
• Conglomerate structures.

C. If an Object (or Process) is Rigid or Inflexible, Make It Movable or Adaptive
• Gallery Furniture on-line shopping—customer is able to control and
move cameras to point to different products in different parts of the
store from his or her home computer (www.galleryfurniture.com).
• Flexible organizational structure (chaocracy).

Principle 16. Partial or Excessive Actions
If 100 Percent of an Objective Is Hard to Achieve Using a Given Solution
Method, then by Using Slightly Less or Slightly More of the Same Method,
the Problem may be Considerably Easier to Solve
• When going into a new market, do “saturation” advertising by all media—
mail, newspapers, local magazines, local radio, local TV, billboards, etc.
• Communicate more often and with more information than you think
necessary.
• “If it ain’t broke, improve it anyway”—Japanese process management
philosophy.
• “The most important numbers are the ones you’ll never know”—W. E.
Deming (i.e., is it possible to ever know what 100 percent means?).
• “Communication is and should be hellfire and sparks, as well as sweetness
and light”—Aman Vivian Rakoff.