6. Develop a hierarchy of the Baldrige Award criteria that would guide an organi

Question

6. Develop a hierarchy of the Baldrige Award criteria that would guide an organization starting to pursue performance their CASES A TALE OF TWO COMPANIES with diverse business units, mostly related to the hospital its efforts with two-week Green Belts, and we began iry industry. The deployment champion at this company training Green Belts at a rapid pace. When the first Company A was a very large, privately owned company chartered projects. This company had decided to start deploying Six Sigma at a smaller wave came to class, half of them were still looking for gantization. In his new position, he was paid more, and projects. Of those who did have projects, only a hand- had been successful in title was more impressive, but he was at least one layer in the organization than he had been at his earlier ful had champions who had been to champion train The rest had been sent by their bosses, who had lower ear of the CEO," he was one of that "this Six Sigma thing is going to be in my expecta- many who did, and there were others in the chain with tions this year, so I need to get a project or two done." much more access to that CEO. In his earlier job, he had When the first wave came back for their trained internal people to be Black Belts and, after three week, some of the projects had been dropped, some years had advanced the strongest performers among Green Belts were still looking for projects, and some them to become Master Black Belts. This is the story of had made a little progress. It got worse in subsequent how Six Sigma was deployed at Company A, told in the waves: Fewer projects had champions fewer of those that did had trained champions (some of the trained Because his boss wanted Six Sigma to be imple champions had been promoted and were no longer mented "faster," he took a shortcut, hiring some Master able to function as champions); almost none of the pro- Black Belts from the outside. A couple of these jects could be tied to strategy almost no one had data or deserved the title; most, as it turned out, did not. We baselines. Some could not even tie their project to a spe- d recommended an executive session. The deploy cific process. I expressed this concern to my managing ment champion told us "that isn't going to happen-director and told him that the company would be much not as busy as these executives are," but he assured us better off if he diverted its deployment investment from words of one quality manager that he had the situation well in hand. He was meeting with them individually, an hour at a time when he could get it scheduled, and had given them all a required reading list. training to coaching a nd thereby got some projects done. He called the deployment champion. After a 20- minute conversation, my boss hung up and happy with things . . He says they are making lots of uled for three days. Managers told to attend comwants you to keep going" I asked for a meeting with said,-He's Initially, champion (sponsor) training was sched progress. From his perspective, it's successful, and he plained to their managers, who managed to get the the deployment champion so I could explain my views training requirement reduced to one day. One class of further. That never happened. What did happen is that 20 champions attended a one-day workshop. Most of we kept training wave after wave of Green Belts. Midway them stayed for the entire day. Some of them even through the second year, the organization held a "gallery

Explanation / Answer

Answer 1:

There is a lot of difference in the culture of Company A and Company B. These differences can be highlighted in following manner:

Answer 2:

After going through the given case I have drawn conclusion that six sigma failed in company A and was successful in company B because of following reasons:

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