14.8 End-of-Topic Case: Strategy Deployment via Lean Six Sigma at Gold Rocks

It was 5:00 pm on a sunny Friday afternoon in the Nevada desert. Michael Brockhaus, Director of Materials Management at Gold Rocks, stared out his window. He would be working late tonight.

Two and a half years ago, Michael had moved to the desert to lead Gold Rocks’ materials management organization to a higher level of execution and innovation. Progress had been slower than he had hoped. But Gold Rocks’ culture was no longer caustic, and decision-making was increasingly proactive. Michael smiled. His efforts had been worth it.

But he couldn’t claim victory just yet. From a forcefield perspective, he knew he had nudged Gold Rocks into a good place. However, the emerging culture hadn’t taken root and become established. He could still lose momentum and slide back toward the old way of doing things. His stomach tightened. He and his team had worked too hard to see success melt away. What could he do to solidify the progress—to make innovation an enduring part of the culture?

Figure 14.8: Mapping Progress via Forcefield Analysis

Strategy Deployment via Six Sigma

As Michael mulled his options over, thinking about all he had experienced and seen in a 25-year career, he glanced at the whiteboard by his office door. His eyes fixed on his copy of the poster Christine had designed over a year ago. It said, “We don’t accept mediocrity, we set goals.” Three words popped out: “We set goals.”

Figure 14.9: Employees Help Create Momentum for Change

For just a moment Michael felt awkward, maybe even a little ashamed. He had preached collaboration and getting out of the comfort zone. Had he truly set the example? He realized that he had owned and driven the process. That was something he was very comfortable doing. The team had marched to the beat of his drum. As these thoughts sunk in, he wondered, “Am I selling my team short? Do I really trust my team?”

Michael sat silent for a moment. He was a little tentative, but he found himself whispering, “Yes, I trust my team—some more than others—but I trust my team.” Slowly the confidence built. It was time to share this awareness with the team, and not just with words.

He had previously launched a best-practices initiative, inviting team members to find and emulate best practices. They had used the program to implement some cool practices. He jotted down some of the projects the team had undertaken.

  • Procurement card implementation

  • Supplier review and analysis

  • Supply base rationalization

  • Supply chain partnering

Team members knew the strategy. They had helped develop it. They also knew the pain points—what didn’t work. He asked softly, “Is it time to invite the team to take a more active role in strategy deployment?” He thought, “Yes, yes it is.”

Taking the Next Step

Michael reached over and grabbed his satchel. He started packing. He wasn’t going to work late after all! He was going to invite his team to take ownership of Gold Rocks’ culture and destiny. He would give them more time and encouragement to pick the goals—and the projects—the materials team would pursue to win in the marketplace. As he exited the building, he felt a tingle of exhilaration and panic as he thought, “How? How do we turn this aha moment into reality?”

Questions

  1. How would you suggest Michael proceed? What type of initiative can he launch to help drive continuous improvement in execution, innovation, and performance?

  2. Can you help Michael tweak the pilot project idea to create a real pet project program?

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