"When a new initiative is launched, most grassroots employees are most likely to cast eyes to the ceiling and dismiss the potential culture shock as another desperate move by the management to get them to jump higher bars without reward. SixSigma does nothing to prove them wrong, and a reciprocal backlash may eventually result."
So the second of Six Sigma's sins was brought to light (they are all outlined in the post linked to the picture above), and I have to stress here that Six Sigma proves a convenient scapegoat on which to hang the misdemeanours of many continuous improvement programmes hingeing themselves on the bottom line and ignoring the empathic systems in operation across the grassroots network. (The first of the Seven Sins was explored in The Basket of Eggs.) Based entirely on accounts figures and performance tables, these initiatives are almost guaranteed to make matters worse, due to the human condition of resentment being ingrained in the mind-set of all collectives who feel compelled to perform without reward.
(If your understanding is that the wage is the reward, please read on to the last paragraph.)
In a positive culture, everyone is empowered to get on with the job at hand and happily work alongside each other and across teams, seeking support freely from the right people and sorting things out for themselves where they can. These communities experience very little fire-fighting and responsibility is accepted graciously as everyone plays their part in keeping the protocol working. Productivity isn't an issue as happy people work fluently and down-time is minimised. We can describe this as 'positive tension', where the community buzzes with anticipation of doing well, because they are doing well, and success excites. The management team have an open-door policy but rarely find themselves disturbed with trivia.
This is very like the way an electron behaves in relation to the atom it's living with. The more excited an electron gets, the further it moves away from the nucleus. The more photons around to radiate with it, the higher the level the electron wants to jump to, creating a kind of tension which can only be described as 'excitement'. Basic alchemy, which nature does all the time.
Money is poor as a corporate motivator. The excuse that your workers turn up for the wage wears very thin when presented with the evidence of what works when it comes to raising performance and best-practice behaviour. You don't have to take my word for it, plenty of research has proved these factors to be actualised. Why then do so many CEOs opt to splash out on expensive "lean" improvement systems?
I just would like to ask the question for the question is worth asking, and the question is ; what's driving us, and is it sane, and if it doesn't seem to make much sense, why keep to the same old paradigms?
Time is money, they say.
Err... no. Time is time, and money is money, and maybe the two get confused for a reason.