• Main website
  • Case Studies Home
  • Case Studies
    • Green Belt
      • Example Green Belt Projects-Health Care
      • Example Green Belt Projects-Manufacturing
      • Example Green Belt Projects-Services
    • Black Belt
      • Example Black Belt Projects-Health Care
      • Example Black Belt Projects-Manufacturing
      • Example Black Belt Projects-Services
    • Master Black Belt
    • Lean Success Stories
  • Articles
    • LSS topics of common interest
    • Insights for Green Belts
    • Green Belt tool application examples
    • Insights for Black Belts
    • Black Belt Tool Application Examples
    • Lean Insights
    • Lean Six Sigma Leadership
    • For Master Black Belts
    • New to Lean Six Sigma
      • Lean Expert Basics
      • Six Sigma Basics
    • Leisure and Fun
  • Blog

Micromanage the Process by Respecting People

In a financial services company a business unit was undergoing a serious and sudden productivity crisis. The reports showed the numbers which validated the plummeting performance and the company’s president wanted to know the reason of the productivity crisis and what would be done to fix it.

After the review of the report, the vice presidents and the managers were asked about the authenticity of numbers in the report. They were questioned if they had verified the information by closely working with the team members and monitored their work throughout the day. In response to this, they said that they check the productivity report every day and give weekly targets but do not monitor the individual’s work on a daily basis as they do not want to apply micromanagement.

Micromanagement is viewed negatively by team members and managers alike and its fear comes from a misconception of what management is all about. Most managers in non-lean service organizations believe that management means managing people to do the work on time and correctly. If that does not happen, someone is to blame. Lean, however, teaches us that role of managers is to “manage the process so that team members can be successful.”

When management is viewed as a system to control people, then looking closely at what we do feels like too much control. However, if it is taken as teaching, then it is unimaginable that a manager would stay at arm’s length, only paying attention to team members when they are not making the numbers.

Managers in lean service organizations apply the process of micromanagement, which involves various measures, so that team members can be successful. In service organizations, to continually improve the process and achieve successful outcomes for customers, managers must apply the process of Micromanagement: that is, they must understand at least daily how they are doing compared to where they want to be.

See full story on industryweek.com

March 14, 2014   Benchmark Six Sigma
Articles, LSS topics of common interest
×

  • A Model for Implementation of a 5S Program
  • Drive Improvements in Outbound Telesales with Lean Six Sigma: Part 1 of 2

Categories

  • Articles
    • Black Belt Tool Application Examples
    • For Master Black Belts
    • Green Belt tool application examples
    • Insights for Black Belts
    • Insights for Green Belts
    • Lean Insights
    • Lean Six Sigma Leadership
    • Leisure and Fun
    • LSS topics of common interest
    • New to Lean Six Sigma
      • Lean Expert Basics
      • Six Sigma Basics
  • Case Studies
    • Black Belt Qualified
      • Example Black Belt Projects-Health Care
      • Example Black Belt Projects-Manufacturing
      • Example Black Belt Projects-Services
    • Green Belt Qualified
      • Example Green Belt Projects-Health Care
      • Example Green Belt Projects-Manufacturing
      • Example Green Belt Projects-Services
    • Master Black Belt
  • Featured Articles
  • Lean Qualified
    • Lean Success Stories
  • Project Management Articles
  • Uncategorized

Archives

  • April 2021
  • November 2015
  • April 2015
  • March 2015
  • February 2015
  • January 2015
  • December 2014
  • November 2014
  • October 2014
  • September 2014
  • August 2014
  • July 2014
  • June 2014
  • May 2014
  • April 2014
  • March 2014
  • February 2014
  • January 2014
  • December 2013
  • November 2013
  • October 2013
  • September 2013
  • August 2013
  • July 2013
  • June 2013
  • May 2013
  • April 2013
  • March 2013
  • February 2013
  • January 2013
  • December 2012
  • November 2012
  • February 2012
  • March 2011
Copyright © 2023 Benchmark Six Sigma