Achieving Hr Excellence Through Six Sigma

Although world-class firms like GE and Motorola have relied on Six Sigma to build their performance cultures, these processes are all too often left out of human resources (HR) functions. This lack of Six Sigma principles is even more surprising because preventing errors and improving productivity are so critical to the people management processes

Although world-class firms like GE and Motorola have relied on Six Sigma to build their performance cultures, these processes are all too often left out of human resources (HR) functions. This lack of Six Sigma principles is even more surprising because preventing errors and improving productivity are so critical to the people management processes of hiring, retention, appraisal, and development. From the history and evolution of the Total Quality movement to initiatives for introducing a Six Sigma continuous process improvement strategy in your HR department, Achieving HR Excellence through Six Sigma, Second Edition introduces a new way to envision your role within the organization. It explains how this powerful methodology works and supplies a roadmap to help you find and eliminate waste in your HR processes. Describing exactly what HR excellence means, the book outlines dozens of proven approaches as well as a hierarchy of the exact steps required to achieve it. It illustrates the Six Sigma methodology from the creation of a project to its successful completion. At each stage, it describes the specific tools currently available and provides examples of organizations that have used Six Sigma within HR to improve their organizations. The text presents proven approaches that can help you solve and even eliminate people management problems altogether. Filled with real-world examples, it demonstrates how to implement Six Sigma into the transformational side of your organization. It also includes a listing of additional resources to help you along your Six Sigma journey. Explaining how to build a new business model for your HR organization, the book supplies the new perspective and broad view you will need to discover and recommend game-changing alternatives to traditional HR approaches in your organization. The first edition of this book was one of the first to demonstrate how HR professionals could enhance their careers by learning the language of business — it introduced the evolution of change management and the change management toolbox in a fashion that could easily be implemented in organizations. This new edition updates the first with added information on some of the early history and introduces new case study tools resulting from the author’s continuing work with organizations and in academic environments.

In an environment where many organizations think of human capital assets as little more than expense items that impact the bottom line, this book will help human resource (HR) professionals initiate a shift toward a new culture in which management views employees as true partners in achieving organizational success. The Field Guide to Achieving HR Excellence through Six Sigma provides detailed guidance on how to utilize the Six Sigma methodology and the TLS Continuum to achieve the business model that is required to thrive in today’s business environment. The book demonstrates a clear path to continuous improvement that is based on the practice of spreading quality throughout the organization so that it becomes everyone’s responsibility. This book is the sequel to Achieving HR Excellence through Six Sigma. In this book, Daniel Bloom provides a road map on how to implement the concepts found in the first book. The book begins by explaining how to create an HR Center of Excellence and then provides an understanding of the define-measure-analyze-improve-control (DMAIC) process and its implementation for HR. This road map will help you determine where your organization is failing to meet the voice of the customer. The book presents proven Six Sigma solutions for initiating and sustaining organizational change as well as strategies that allow leadership to make adjustments to processes if your organization falls short of meeting the need of the customer. It includes case studies of organizations that have successfully utilized the Six Sigma methodology to improve workflow and correct HR issues including the actual project documents used to implement the methodology. A word of caution: If the reason you are looking to improve work flow is to find ways to reduce headcount, then this is not the book for you. Instead, if you are looking for a guide that can help you become a strategic partner, administrative expert, employee champion, and change agent, then fasten your seat belts and begin this worthwhile journey.

Although world-class firms like GE and Motorola have relied on Six Sigma to build their performance cultures, these processes are all too often left out of human resources (HR) functions. This lack of Six Sigma principles is even more surprising because preventing errors and improving productivity are so critical to the people management processes

In the business world, especially in manufacturing or quality management, the term Six Sigma usually refers to a set of tools and methodologies developed by Motorola to improve processes by eliminating defects. So why should the HR professional care what Six Sigma is or how it can be applied in the HR function? According to the specialists at Orion Partners, there are ten key reasons: * to create excellence in process delivery; * to reduce defects; * to increase efficiency; * to create a quality focused mindset; * to benefit from best practice; * to bring clarity to the processes of HR; * to use a structured scientific approach; * to speak the same language and improve communication; * to gain control over your processes; * and to strengthen your business case. Mircea Albeanu and Ian Hunter explain some of the basic concepts to show how applying Six Sigma tools and methodologies can be used to manage the practical challenges of improving HR operations to meet your organization's expectations at a lower cost and with greater efficiency. To help illustrate some of the key messages examples are drawn from Orion Partners' work using Six Sigma tools with international organizations over the last seven years. This concise guide is ideal for project and programme managers involved in business transformation, and for HR managers as well as Six Sigma specialists seeking to understand its applications within human resources. About The Gower HR Transformation Series: The Human Resources function faces a continuing challenge to its role and purpose, in many organizations it has suffered from serious under-representation at strategic, board level. Yet, faced with the challenges of globalism, the need to innovate, manage knowledge, attract and retain the very best employees, organizations need an HR function that can lead from the front. The process of transforming the function is complex and rarely linear. It includes the practical challenges of improving HR operations to meet customer expectations at lower cost and with greater efficiency. The Gower HR Transformation Series will help; it uses a blend of conceptual frameworks, practical advice and global case study examples to cover each of the main elements of the HR transformation process. The books in the series follow a standard format to make them easy to read and reference. Together, the titles create a definitive guide from one of the leading specialist HR transformation consultancies; an organization that has been involved in HR transformation for clients as diverse as Bombardier Transportation, Marks & Spencer, Barnardo's, Oxfam, Schroders, UnitedHealth Group, Nestlé, BP, HM Prison Service, Transport for London and Vodafone.

Lean Six Sigma is the global standard for organizing the design, data-based improvement and control of business processes. Well-designed and controlled processes are key in achieving and sustaining operational excellence. They ensure the quality of service and care, the reliability and safety of work that is done, and a timely processing with short waiting times. High quality processes will at the same time improve the operation’s flexibility. Thereby allowing one to adjust to changes in demand and other circumstances. An organizational capability to harness data-based process improvement, finally, facilitates organizational learning and is foundational for the fruitful implementation of ever increasing digitization and automation opportunities. Lean Six Sigma offers a complete model for shaping modern continuous improvement programs in organizations. The methodology is built on principles and methods for fact-based process improvement that have proven themselves over the last decades, and will continue to do so in the decades to come. Having emerged in manufacturing, the approach continuously evolved and gained tremendous momentum in the services and healthcare industries. This book offers a thorough and pragmatic account of Lean Six Sigma project- and programme implementation with a special focus on applications in services and healthcare organizations.

This book focuses on the human side of organizational culture. The authors approach organizational culture from the perspective of alignment to mission, vision, and values. Using a Lean Six Sigma structure, the sequence of chapters begins with the organization and its structure, then drills through strategic, operational, and tactical levels of process and behavior which establish and grow the overall culture of the organization over time. The book begins with foundational principles of organization, through the necessity of aligning processes and systems to mission and vision, assessment, gap analysis for improvement, prioritization, and chapters on qualitative and quantitative approaches for reducing variation and improving systems and behavior. Through this book, readers will: Learn the foundation and core concepts of the organization Discover the "right" focus of shifting the culture of the organization Recognize the building blocks of organizational culture and how to integrate them into a successful, customer-focused system of interconnected processes Focus on people as drivers of technology, rather than the reverse Explore techniques to address the challenges and concerns of today’s training and deployment for organizational performance excellence Use the chapters as short discussions or training workshops for either internal education or public/private technical education.

This book provides a roadmap for implementing a powerful technique will reduce waste and accelerate flow within a process -- The TLS Continuum methodology. The letters TLS stand for the three components of the continuum. The letter T stands for the Theory of Constraints. Created by Dr. Eliyahu Goldratt in his book The Goal, it is a critically thinking-based system for determining where the obstacles lie within your organization. Through the use of various tools, it asks you to determine where the obstacles are in the process. The purpose of the Theory of Constraints (TOC) involvement in the continuum is to determine what needs to be changed, how to change it and how to accomplish the change. TOC operates at the level of the chain looking for the weakest link. It is in essence the hypothesis of the problem-solving method overall. The letter L stands for Lean. Most organizations are familiar with the concept of Lean. It is centered around removing waste from the organizational processes so that the customer receives their orders faster. Understand that faster may not mean cheaper or better quality, it means only that we expedite the process. The final letter is S and it represents the concepts of Six Sigma. The primary goal here is remove variation from the processes. If we combine the three letters of the acronym what we find that the TLS continuum is organized around a process in itself. We use the Theory of Constraints to locate and identify the obstacles within the system. What is holding up the process? Where is the weakest link in the process? With the introduction of TOC, the system asks you to elevate the obstacles and determine how to remove them. We use Lean to do what it is meant to do and that is to remove the obstacles. We have identified the obstacle and determined through the critical thinking tools how to remove that obstacle and then use the Lean tools to actually remove the waste. Finally, the system utilizes the Six Sigma tools to create the standard of work and remove any variation from the process. When we do this, we have completed the improvement process by creating a progressive system for resolving the problems that occur within many organizations. It is an evidence-based effort to identify, remove and improve the system so the problem does not recur.