There surely are many experts in the operations management that hold the appropriate title tag to offer enormous profit to the organization. However, it is realized that organizations could be better served by exploring the practices of Lean management systems throughout the length and breadth of the business. Right from the front line and instead of certifying the traditional six-sigma experts it time to move onto rigidly enforcing the methodology.
Earlier on companies ramping up a Six-Sigma program ate away a lot of time as well as resources as it was being spent on the formal training protocols and project prioritizing. In situations where a project got through the analysis phase of the so-called DMAIC or Define, measure, Analyze, Improve and Control was somehow projected to resource less than $250k benefit resulting in its cancellation. Unfortunately projects although it took a few months to get it so far how nevertheless in the end those same cancelled projects left most of the business leaders in unresolved situations.
Many other insurance carriers have a different approaching style, which is slightly varied than the lean management model. They make it a point to focus on equipping and prepping the frontline underwriting managers and their teams with the essential structure, tools as well as the daily practices necessary to drive continuous improvement and eventual success. Consistently leaders at all tiers of the organization are trained to manage uniquely and encourage all those within the organization. This is done to help build and develop the problem solving arms of the organization. In addition, managerial roles should not be restricted to one pattern and must be challenging. In such a situation only does the organization perform to its potential but also provides better and faster results. These results would be the due credit of everyone enlisted as part of the joint effort.