Competency levels in a heuristic Lean Six Sigma environment and its connection to intuition

Competency levels in a heuristic Lean Six Sigma environment and its connection to intuition


Heuristic is to know or discover based on experience by using aid which helps to reduce time for solving problems. Lean Six Sigma has a variety of tools that provide an easy way to solve issues that can happen simultaneously or independently at different levels in companies and organizations who are ready to move towards quality and excellence. Generally, Lean Six Sigma will establish rules to control systems that exist within a company and will teach people on how to determine those rules based on knowledge previously gained or in best situations will try to teach by using examples and develop the new behavioral patterns.

While logic and calculations are developed preponderantly in left brain what we need to understand is that in fact the right brain offers intuition and creativity to develop the left brain therefore organizations should have a balanced proportion of both competencies. Also, people should be encouraged to develop their personalities based on the holistic approaches and considering the impact that their decisions will have across the world.

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Consequences when people are not encouraged to learn and implement the concepts in a Lean Six Sigma environment

Reputable companies continue to train their employees in Lean Six Sigma methodology as a continuous way to ensure cost reductions, high quality levels and human development. These companies will continue to exist above the 100 year milestone if the Executive core will have the system that rewards people who are interested and focused on continuing learning or training.
What happens with companies that do not encourage people to continually gain new skills through training, learning and implementing their new ideas? The last years economical downturns were in many cases result of poor training and lack of willingness to implement in practice the new ideas or methodologies. Another root cause was caused by management teams who wanted all the benefits of quick training without knowing how to communicate with their employees what and how to make those changes in workplace. Although learning requires that at different management and individual levels there is a culture towards human development, many companies look at their accounts rather than on how many people have been trained and how to measure the training results.
What is the solution? Although each company has their own culture, the companies who are successful know how to implement and support changes that lead to implementation first, and then control and track the changes. Based on data and most current information available from neuropsychology, neuroscience, and other disciplines that combine human body with social studies, we know that cultural diversity including language development has positive effects at brain level. The question is how many companies are in fact using the benefits of engaging and accepting cultural changes when people express themselves differently?

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