Appendix: Global Deployment - a presentation by Christoph Remmert of SKF

Global Deployment: evolving a flexible approach to accommodate variance in geographical cultures.

Christoph Remmert, SKF GmbH Germany.

Let’s start with an experiment: make an envelope out of the paper in front of you. Have a look at the ones of your neighbours. See how they are all different?
The experiment shows that everybody makes different envelopes, and it is the same with Six Sigma, everyone has a different view. What we want to achieve needs to be the same wherever we are, on a global scale.

SKF is a global company; they operate in different countries, and so they encounter different cultures. Even within Germany there are cultural differences between the North and the South of the country. If organisations want to be successful it is important that they know the local differences in deployment.

1) Identifying cultural aspects that may become a critical x for deployment

Let’s compare it to Greek history: on the top of the Mount Olympus, there is a god with a vision. That is our boss today; he has a vision of Six Sigma.
When the message comes down the mountain, it becomes blurry. The middle management may still have an understanding, but the people in the valley below the mountain - i.e. the shop floor - aren’t certain.

Fig 1: The Six Sigma message is blurry for the people below

As global Six Sigma deployment makes its way from the top to the bottom, it gets more blurry. At SKF it is called the GloLoc barrier.

Fig 2: the gloloc barrier

How to tackle that barrier? By taking the deployment from global to local.

Fig 3: local deployment

2) Develop a deployment plan that addresses cultural differences

Consider the type of operation. Sales and service, for instance. These are transactional processes, and let’s focus on them. How does the organisation address the local work environment? Is the office environment acceptable? Check the Six Sigma readiness. Send management to Six Sigma training. Most importantly, make a project out of it.

The sponsorship for Six Sigma is the most critical aspect: convincing the champions.

Determine the local critical x for Six Sigma Deployment using C&E. This provides a good understanding of which x need to be addressed to make Six Sigma work locally.

3) Training the sponsors to be able to merge local culture and global approach.

Fig 4: the role of the sponsor

SKF developed a specialist sponsor training programme. The sponsor’s role is the key to success; they hold the ties/wires together, therefore the sponsor in the SKF model is the problem owner. The sponsor does project work, project management, selects the right projects. The most important aspect is communication: to get them ready is critical and it is a huge job, but one that must be addressed for the deployment to succeed at a local level.

4) Six Sigma in SKF

Fig 5: local Six Sigma deployment scheme

• This is the starting point: create interest by telling what it is.
• The project selection is also critical (it is based on scorecards, units CTQ3, local units), you need to prioritise. We use a six question method, with good short and simple questions, like: "what is the problem?", "who is on the team?", etc.
• You have to be resourceful and careful in choosing the projects.
• As stated above, the role of the sponsor is important and it takes a long time. First there are the expectations, then what to do, and then task the individual sponsor with a local-specific list.
• Make a unique communication plan for a location, with a list of questions like: how are we going to it? what are we going to tell them? all to be answered specific to that location.

If you involve management throughout this plan, then you will gain more from it.

5) Lessons learned:

• To break the GloLoc Barrier, deployment needs to be tailored to geographical cultures.
• The local management is THE critical x in the deployment of Six Sigma at ground floor.
• The local management must be able to “translate" global Six Sigma messages into the local language.
• In order to support the local management to fulfill the translator role, it is essential to offer management training focussed on the local culture and needs.

Fig 6 : everybody understands the message on a global scale

In SKF Germany, there is a push and pull pressure between the CEO and the middle management, you have to create a pressure for improvement. Then the system works for both parties.