A typical “business leader”, Bob, talks to a Six Sigma Black Belt, Will, about poor results” on the big monthly dashboard.
Bob: These key performance indicators (KPI) are unacceptable! Heads will roll.
Will: Why do you say they’re unacceptable Bob?
Bob: What? Are you some kind of idiot? They’re red Will,
RED! Can’t you see? I thought you were supposed to be some kind of smart analytical guy.
Will: Thanks Bob. What makes the numbers turn Red?
Bob: Catch a clue Will. It’s time to live in the real world. Get on board. We have targets to meet. If we don’t meet those targets the KPI turns red and my butt is on the line.
Will: And just to clarify, red is bad, is that right Bob?
Bob: Aaggghh! You are driving me insane. Of course red is bad. What planet have you been living on?
Will: Just trying to understand Bob. So, when those KPI’s happen to turn red what do you do?
Bob: I kick some %&$%# is what I do.
Will: Does that seem to work?
Bob: You bet your sweet &@% it does!
Will: Question Bob; do you happen to get “red results” on most scorecards?
Bob: Well, yes; but usually on different KPI’s. What’s your point Will? Are you suggesting I don’t know how to do my job? You Black Belts are all the same.
Will: No, not at all Bob. I was just wondering, based on your actions, why any of the KPI’s would ever turn red again, you know, after your corrective action.
Bob: I’ll tell you why smart guy, it’s because people slack off and it’s my job to keep them “motivated.”
Will: Sounds stressful. How do you do it Bob?
Bob: Hey, not everyone can be the boss. You gotta be tough; you’ve got to be able to read people.
Will: I hear ya. Now Bob, do you remember that article I gave you to read?
Bob: Which one? You give me stuff all the time. Unlike you, I’m a busy man Will. I’m making things happen.
Will: “Variation is the Enemy.” It’s in last month’s allpm.com newsletter.
Bob: I saw it. Didn’t read it. I’ve got red KPI’s to deal with Will, remember? Are you going to help me or are you just going to keep asking me a bunch of ridiculous questions?
Will: I am here to help Bob. I’m your man. And, I think I can help you but you have to help me help you.
Bob: What in the %&$# does that mean?
Will: It means Bob that you need to not be so reactive to these “red” numbers. You need to understand the difference between normal variation and variation that is truly unusual. Study the chart!
Bob: Here we go again with all that “Sensei” crap. What am I, your little grasshopper? Your pet project?
Will: Well, yea, kind of Bob.
Bob: What!?!
Will: Listen Bob, we’ve known each other a long time. It’s time you quit beating up your employees and start making more informed decisions so you actually do improve long term results.
Bob: I know what I’m doing.
Will: I don’t think you do. As a matter of fact, I’d say you may be making things worse.
Bob: Horse &%$#! My people fear me. Don’t forget dude, I’m the boss. I’m the man!
Will: Exactly.
Bob: What?
Will: Chill Bob. Your numbers are red because that is what the process is capable of delivering. Improve the process and results will improve.
Bob: There you go with your Six Sigma riddles again. I’ll read the article Will. Then we’ll talk again. My office; be ready.
Will: I can’t wait.
References
Rever, W. Harry. Variation is the Enemy.
www.allPM.com [3] November, 2009 newsletter.
If you have further questions or comments, Harry can be reached at harry.rever@iil.com [4]
Harry Rever is Director of Six Sigma for International Institute for Learning. He is a dynamic presenter and practitioner of Six Sigma and Project Management with an innate ability to teach the concepts of quality improvement in an understandable and more importantly, applicable manner. With over nineteen years as a project manager, process improvement consultant and trainer, Harry has numerous examples of what works (and what doesn’t) when managing projects and applying statistical process improvement concepts. He has experience leading people including supervising project managers, quality analysts, and sales teams. Harry has trained thousands of employees on Six Sigma, process improvement, and project management and he frequently presents at conferences and seminars. He has certifications as a Six Sigma Black Belt, Quality Manager, Quality Consultant, and Project Management Professional. Harry earned his MBA from St. Edward’s University in Austin, Texas and has Bachelors degrees in Marketing and Management from Texas Tech University. He is a senior member of ASQ and a member of PMI.
