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First, the variables that did enter the regression equation were examined. Standardized regression equations were established to equally compare the stepwise results. This was accomplished by forcing the constant terms in each regression equation to zero. This was completed using SYSTAT software. Tables 16.4 to 16.6 display the standardized regression coef cients for each waste group.

A few companies are able to execute business strategies effectively to meet their objectives. Linking strategy to the operation and operator levels requires employees to work effectively toward the objectives. Conventionally, businesses have assumed that the people at the working level contribute through their physical effort their time and their productivity. Managers were assumed to be the only ones who should think and make decisions. However, no initiative can be even fractionally successful without the intellectual involvement of all employees. In a recent Six Sigma Green Belt training class for a Fortune 50 company, participants said they had no incentives to cooperate with their leaders and Six Sigma Black Belts. They understood that the Black Belts are the chosen leaders and the Green Belts are there to assist them. If a project succeeds, Black Belts get stock options, recognition, promotion, and all the other benefits. The Green Belts, however, get no tangible rewards for the success of the project. When true teamwork does not exist, projects will not succeed. In another company, a consultant was hired to improve the productivity of employees who had already been pushed to the limit. Employees told me that when the productivity consultant went there to work with them, they slowed down. They felt that the consultant had been imposed on them by the management to extract greater effort from employees and that

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The results of this type of feedback process provide an understanding of how the employee perceives the organization along different dimensions. This process helps the organization (human resources department) understand how the employees perceive them. This feedback

Is essential to facilitating development and organizational change. Allows the organization to focus on needs and leverage its strengths. Informs the organization on which actions will create problems for the employees. Provides management with employee feedback (both positive and negative) on the internal health of the organization. Measures the impact of current programs, policies and procedures. Can be used to motivate employees and improve job satisfaction. With both customer and employee surveys, similar information should be collected over a period of time so that trends can be developed and studied. These trends are a tool to gauge the opinions and attitudes of these key stakeholders. Figure 7.1 is an example that demonstrates comparing annual employee satisfaction data, and could be used as a model.

Now plot the points on your graph paper, or by using the chart wizard on a spreadsheet program. Compare your graph to Figure 10-22. The graph tells us how the solar cell will perform when different loads are applied.

People I work with cooperate Job makes good use of my skills and abilities Information to do my job Encouraged to come up with better ways Job done by my manager Opportunity to improve my skills Amount of pay Involvement in decisions Conditions allow me to be productive Recognition received for good job Boeing making changes to complete Job security Employee satisfaction index

29 32 56 58 36 39 45 49 49 49 52 56 52 53 61 65 68 64 65 67 71 70 73 80 78

neither the consultant nor management understood the employees concerns. When productivity did not improve, the productivity consultant was fired, quality degraded, and the company closed. In this case, everyone on the floor knew the state of the business except the leadership. Employees knew that the leadership favored some employees over others and did not objectively try to achieve business goals. No plan was communicated to employees for achieving total customer satisfaction. Instead, the leadership always pushed employees to produce more while ignoring their ideas for improvement. Surveys reveal that employees loyalty improves when they accomplish a lot; that happens when employees are intellectually challenged and recognized for their accomplishments. To implement the Six Sigma Business Scorecard and an appropriate strategy to improve profitability, people must be challenged and recognized. To empower people, five things must be done: 1. 2. 3. 4. 5. Define roles and match people appropriately to those roles. Delegate ownership of goals. Establish a framework for performance and accountability. Enable employees to develop or acquire necessary skills. Recognize employees efforts as well as results.

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