Gadgets, electronics and devices: we all have them and they fill our world. As the technology improves, so do they! Part of the improvements with these devices is that they are connected to the Internet. Cars, kitchen appliances, personal devices are just some examples of devices that are wirelessly connected. Having that connection to the Internet provides a unique experience to the consumer and adds players of value to the product. That connectivity also, however, gathers personal data for the use of the manufacturer or retailer of the product. The data gathered provides a wide range of information from basic user data to habits of the consumer. The concept of this connectivity is call the Internet of Things (IoT). The amount of raw data (big data) being gathered is enormous and has to be properly stored, cleansed and managed to reveal predictive information for the manufacturer or retailer.
Six Sigma is the perfect platform to take advantage of this explosion of data. The first consideration is that the large amounts of data are cleansed and managed through data analytics processes. Once the raw data is in a proper format, significant amounts of actionable business intelligence can be gleaned from the data stored. This is where Six Sigma becomes invaluable. By using the processes and tools of a robust Six Sigma program, the proceeded data can be used by a manufacturer or retailer to understand the user’s most detailed habits and preferences. The results of these analytics efforts can accurately show specific preferences of the user and habits that can predict future applications of the product. Six Sigmapractices can then refine and deliver a higher level of customer satisfaction with the product or service. Manufacturers and retailers now have the most unique access to customer performance data through the IoT and predictive analytics.
Manufacturers and retailers that gather data through the IoT cannot ignore the advantages of a robust Six Sigma program. The proper implementation and application of Six Sigma practices can turn data analytics into action information to refine, retool and improve products and customer experience. Having the right partner to assist manufacturers and retailers in the implementation of a viable Six Sigma practice is crucial.
Kaizen looks to improve all aspects of a business through standardizing processes, increasing efficiency and eliminating waste by involving everyone while Six Sigma focuses more on improving the quality of the final product by finding and eliminating causes of defects, whether by variances (Sigma is a mathematical term that measures a process' deviation from perfection) in the business process or in manufacturing and Lean focus on elimination of ‘wastes’in order to improve process speed and quality through reduction of process wastes
The most important fact however is that one is not better than the other - you need, can benefit from the use of, and should be using all. The bottom line is don’t waste lots of time and money trying to put ways of thinking and improving in place as these concepts/ tools are designed to save time and money. The ultimate goal will be Operational Excellence for Business Excellence and the spirit should be to improve, to change the paradigms, to change the culture, to change the current set of habits, etc.
Capgemini at your side: enabling concrete business results through a people-centered approach to technology.
The best way for us to work for you is to work with you. The Collaborative Business Experience™ helps you define the rules of the game, rather than be limited by them.
Collaboration is central to the Capgemini philosophy and a pillar of our service delivery. From strategy development through to implementation, clients benefit from our tailored approach. Working beside you every step of the way, we analyze your challenges and guide you through your transformation.
Our collaborative tools and methodologies give you the freedom to transform and overcome resistance to change. We channel the expertise of our leading technology partners, putting the right tools in the hands of your teams.
Guided by the 4 dimensions of collaboration, we target value, mitigate risk, optimize capabilities, and align the organization to achieve the objective.
Capgemini is the partner of choice for leading businesses across all sectors. Our client Success Stories show how the Collaborative Business Experience™ helps organizations discover the freedom to increase performance through innovation.
Through the experience that comes from working with thousands of companies over the past three decades, Capgemini has identified four key elements of collaboration. They form a picture of an organization’s strengths, weaknesses, needs, and priorities. They help us collaborate with our clients to achieve better, faster, and more sustainable results.
To improve performance, you have to know exactly what you want to achieve and then establish targets all along the path your project will take.
Project failure is a major concern. This dimension reflects Capgemini’s attention to understanding the stakes of an initiative, and the level of risk our client perceives to be inherent in the initiative. This allows Capgemini to manage these risks, reducing the chance that obstacles will slow down value realization.
The optimizing capabilities dimension refers to the two-way transfer of knowledge during the project, and to efforts by Capgemini and our clients to ensure that the know-how and support necessary to sustain the value of the project is in place upon completion of the initiative.
Initiatives often fail to provide lasting value because implementation fails or is delayed within the organization. This failure can result from a number of causes. Knowing what might inhibit implementation can shape the nature of a collaborative project and accelerate the realization of project value.
They argue, by understanding how you and the rest of the team is thinking, we could all be more energized, more creative, more productive and make better decisions.
To help us, we have created a three-step process for defining how you and your team think.
So how do you think?
Step number one: Where does your thinking focus? Do you zero in on the idea, the process, the action, or relationships? It’s not about picking one over another, it’s about where you naturally focus.
Step number two: Where does your thinking orient? Towards the big picture or the detail?
Step number three: Combine these using the chart below to see your thinking style.
We define each style as follows:
· Explorer thinking is about generating creative ideas.
· Planner thinking is about designing effective systems.
· Energizer thinking is about mobilizing people into action.
· Connector thinking is about building and strengthening relationships.
· Expert thinking is about achieving objectivity and insight.
· Optimizer thinking is about improving productivity and efficiency.
· Producer thinking is about achieving completion and momentum.
· Coach thinking is about cultivating people and potential.
Once you know your style, it’ll become clear what gets you out of bed in the morning, what challenges you and how you can improve.
You and your team can then share your styles. “In this way, your thinking style becomes a useful tool – a kind of social currency – for the team,” they argue. From here you can build more effective, collaborative teams, who make better decisions – for both themselves individually, and also the company.
They conclude that businesses need to incorporate thinking into their team forming, motivation and management.
Certainly something to think about