Six Sigma projects and professional exposure

Everybody recognizes the sales people has a lot of exposure with regards to their stability as a employees: If you don’t sell, you don’t get your bonus. If you don’t sell consistently, you are fired.

A person leading a Six Sigma project where the target is to save some millions dollars for the organization has the same pressure: If the program does not return the expected savings, you will be asked why, if the arguments and barriers you faced are not consistent, you are fired.

What is the value of a Senior Six Sigma project Manager in the market?

  • If a Six Sigma project saves 10m$ for the company, these 10m$ goes to the OI of the balance.
  • If a sales team sells 100m$ at 10% OI, 10m$ goes to the OI of the balance.

The value in the market is different, and I think this is basically because sales people sell themselves better than other people.

Calentador junker

Para recordar, checklist:

  1. Comprobar que el cabezal de la bombona está bien puesto.
  2. Comprobar que el cabezal de la bombona no está roto o rajado.
  3. Limpiar el inyector de la llama piloto,
  4. Comprobar que llega gas al calentador.

Códigos de error:

El error E9 explica un error en la salida de gases, que puede ser debido a que
hay suciedad  acumulada en el tubo de salida de gases.

El Error EA es un fallo en la entrada de gas, por un posible corte en el
suministro de gas.

El Error E8 a su vez, informa de un posible fallo en el cableado o en la válvula de
seguridad.

Two in a box model, an Anglo Saxon model

Two in a box model is an Anglo Saxon model that works well with Anglo Saxon people. They understand the grey area and they handle the positive tensions in the right way. Depending of the situation and the need of the organization each part of the box makes decisions and the things run with “back and forth” discussions.

Unique direct report is a Latin model, you report just to one person and there is an unique direction (wrong or right) to follow.

When you implement a “2 in a box model” on a mainly Latin organization, the situation is different. Generally, we try to find who in the “2 in a box” who has really more power, and then follow it. It takes time to understand how to articulate these tensions in a positive way so the organization advance properly.

I’m writing using the context of the “stereotypes”, so please consider that not every single person falls on it, it’s just a generalization.

Licenses, what you purchase vs what you use

You go through a procurement process and you buy licenses for the whole corporation to enable it to use the services/products linked to it.

After a while you figure out how much of these licenses you are using in reality:

  • How many people is really using it?
  • How many new joiners are accessing to it?
  • How many servers are using them?

A good asset management process linked to the original contract signed with the vendor needs to be in place, or just a person reviewing it periodically.

Well, you will not imagine how many organizations are losing money with over estimated license contracts that finally are not used.

It’s not easy to convince to an organization to invest money to analyze the gap between the signed license agreement and the real use of these licenses. To do it sometimes is like to recognize that they did not signed the right contract, so it’s like to recognize an mistake.

  • How much we can save if we re-negotiate the license agreement?
  • What is the real forecast we have with respect the use of these services?
  • Can we move to a “as a service” agreement model?

 

Meetings structured around a 6 page memo

Quoting from Jeff Bezos:

“The traditional kind of corporate meeting starts with a presentation. Somebody gets up in front of the room and presents with a PowerPoint presentation, some type of slide show.  In our view you get very little information, you get bullet points.  This is easy for the presenter, but difficult for the audience.  And so instead, all of our meetings are structured around a 6 page narrative memo…. If you have a traditional ppt presentation, executives interrupt.  If you read the whole 6 page memo, on page 2 you have a question but on on page 4 that question is answered.”

I’m going to use this technique as soon as possible.

32% del mundo

Según Trip Advisor, he recorrido el 32% del mundo. Yo tengo la sensación de haber visto solo el 4% como mucho. Pero bueno, es una referencia, mala, pero una referencia.

Hay todavía tantos sitios por visitar que no sé por donde empezar. En fin, continuemos disfrutando del viaje.

trip-map-2017-03

Man Boobs

Daryl Morey joined the Rockets as General Manager in 2006 with the idea of launching data-driven decision-making on the team. This included the draft elections.
In 2007 they already had their first model. His first choice was a 22-year-old boy who surpassed the rest in that model.
A picture of this guy was found with a baby face and a , fluffy body … and someone from the scout team nicknamed him Man Boobs.

Man Boobs here, Man Boobs there … At the end, Morey doubted and was not brave enough to push his model in front of the traditional scouting methods, his team of scouters influenced enough.

Grizzlies choose him later in the 48th position. Man Boobs was Marc Gasol.

Morey banned the motes in the selections of players and the following year relied on his model.

Collected from the book “The Undoing Project”, by Michael Lewis.

Listen your customers

Listen your customers, they call it now Digital Transformation. The ability of an organization to discover, understand behavior patterns and then sell your products/services into that specific population is basically that.

Tonnes of PowerPoint flood the web talking about this, but it takes time that organizations rationalize all the marketing stuff and really define a plan.

Strategic plan to listen to customers reach my inbox this week, and they explained in a clear way the approach they want to take on the new way to listen to their customers, understand who individually want what and then promote their products.

Data life cycle is the key, turn data into information, and finally into knowledge is the key. The approach basically is to engage the right people to seek patterns of behavior, detect areas of population, financial situations, and once the segment of population is identified, understand their priorities.