Most of the companies focus their energies in solving the following kinds of tasks:
1. Past related (rework, correction, pending)
2. Current (supposed to be done one mondays as usual)
They do not have time to focus on futuristic activities or plan for them in the first place. The ratio of (past + current) : (futuristic) for most companies is 70:30. This was the same for Motorola as well, while it was 30:70 for Toyota. So Motorola investigated the case further. It found that rework / correction...and current tasks are because of inefficient handling of issues, and issues kept appearing later though they were supposed to have been solved once. This was not the case with Toyota.
According to six sigma, resolve problems once and for all, so they would never recurr.
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