JonathanandIhadameetingwithZhao,LiQingyuandMr.Pangtoday.Weansweredfollowing4questionsraisedbyZhaoduringlastprogressreview.1)WhatarethecommonalitiesanddifferencesofLeanandSixSigma?HowBaosteelshouldincorporatebothtodriveCIinproductionsystem2)WhatistheappropriatenameofBaosteel’soperationalimprovement?3)HowBaosteelshouldselectandcategorizeimprovementprojects?4)HowMcKinseycouldsupportBaosteelinRollout?Overallthemeetingwentquitepositive.Zhaoexpressedhispersonaldesiretoretainoursupportforrollout.Hereisasummaryofhismainpoints:1.Operationalimprovementisapriorityinitiativefor2003.BaosteelwillrolloutimprovementbasedonHRMexperience.2.BaosteelshouldincorporatebothLeanandSixSigmaforimprovement.HepersonallyprefersLeantoSixSigma.3.It’sveryimportanttotrainagroupofimprovementexpertsduring12monthsofactualimprovements4.Performancemanagementshouldberolledouttosupportimprovement.5.Rolloutshouldhavestrongorganizationalsupport,meanwhileensuringstabilityinorganizationstructure,peoplerelationships,etc..Rolloutmustnotcausechaos.HewillinviteMr.Ai(CEO),Mr.Ouyang(PartySecretary)andalldepartmentandplantheadtoattendthepilotreportinMidJanuary.(similartotheonewehadinMayafterdiagnostic)Hesaidtheywillmakeadecisionthenabouttherolloutplan(includingoursupportmodel).Mr.PangalsoexpressedhisstrongsupportforLean.HethinksLeanismoresystematic.HealsosaidthatweactuallyusedSixSigmamethodologyinsolvingqualityproblemsduringpilot.Iwillaskhimtopresentmajoritypartofthepilotreportashehasauthorityandcouldbeveryconvincinginfrontofseniormgmt.Mr.Liisnottotallyonthesamepage.Ontheonehand,heagreestoincorporateleanandsixsigma.Forexample,hesuggeststhateffectiveimprovementmethodologiessuchasrollchange,equipmentstrategy,planningandschedulingprocess,shouldbecopiedexactlytootherunits.Ontheotherhand,hedoesnotreallyunderstandwhatittakestosolvequalityproblems,toimplementperformancemanagement,andtoallocatesufficientresourcesforrollout.JonathanandIwilltrytohaveaneducationalmeetingwithhimagainearlyJanuary.
