AntiAmba

O recente post criou muito desagrado ao Guru Steve Towers. vejam as mensagens de apoio ao post que aqui foi reproduzido no BP Group do Linked In. Johan Telen told: Hi folks, good exchange! Here are my thought: I intend to agree with Alberto here. We've seen dramatic improvements in some transactional core process we focus on (in drug development area) and yes the thing everyone recognizes are the detailed flow charts. And yes they do have value, without them it would not have happened. But an even bigger contributor to that success was the relentless chasing and follow up of people; making sure they understood each other, all knew what was ment by that flow chart and what it ment for them. In my experience it therefore boils down to the fact that for real break through sustained results you need all of the above: proces management, project management, change management and improvement tools which depending the case are six sigma, lean, design for x, or more likely a combination o...

Steve Towers um guru da gestão dos processos publicou há uns tempos um artigo muito mal estruturado onde descrevia que o Lean e o Six Sigma conduzia à falencia das empresas. Esse artigo pode ser acedido aqui http://www.towersassociates.com/Towers_Associates_IsSixSigmaWorking.html Mais tarde continuou a insistir na ideia e no grupo de discussão BP Group no linkedin.com o seu associado John Corr publicou o seguinte post: Does Lean Six Sigma for Services work any more? I thought I’d start this debate with a quote from Michael George, the originator of Lean Six Sigma for Services. If he doesn’t know this topic, then who possibly could? In Michael’s recent book ‘Conquering Complexity in Your Business’ he writes "we often found that clients who restricted their efforts to improvement approaches such as Lean and/ or Six Sigma would hit a ceiling on profit generation, though process was significant, there was only so much they could accomplish through process improvement." Now many ...