The first ten steps of DFTS represent various planning activities. They constitute both the "software" of the implementation process, such as creating awareness and securing commitment, and its "hardware", such as designing a supportive organizational structure and communication and reward systems. These collectively constitute an organization's infrastructure and management practices. Table 21.1 describes the planning process and its deliverables.
As stated in Chapter 5, the ten planning activities are critical elements of the DFTS deployment process. They reinforce the initial launching of the initiative, help integrate it into the organization, and build foundations for continuous improvement. Strong management systems and practices are crucial to a successful implementation. GE and Toyota have a history of excellent management systems and practices that have helped them immensely in their various quality initiatives (see Case Studies 20.1 and 20.2). GE's sound management systems, such as Work-Out™, Operating System™, and Change Acceleration Program (CAP™), as well as its performance culture based on speed, simplicity, self confidence, and worker empowerment, have been instrumental in its enormously successful Six Sigma initiatives. Organizations should learn and adapt best practices rather than trying to copy them. We cannot overemphasize the need for the CEO and top management to work together to strengthen the organization's quality culture, infrastructure, and management practices before implementing the DFTS initiative. These issues are discussed at length in Chapter 5. |