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Taking the reins

机译：ins绳

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摘要

For Textron, the maker of Bell helicopters and Cessna aircraft, deploying the quality program was typical of what most businesses go through during large?scale implementations: Hire the consultant, buy the training materials, print the posters, create the action plan, assign people to be part of the new methods, and deal with criticism. In the five years into its lean Six Sigma journey, Textron made a major effort to gather feedback from internal customers affected by the deployment. From the interviews, Textron realized deployment methods are different than maturity methods. The things an organization does to deploy an initiative should not continue after it has actually implemented the method is one thing the organization realized. So they moved to decentralization of lean Six Sigma decentralization to individual units.
机译：对于贝尔直升机和塞斯纳飞机的制造商德事隆而言，部署质量计划是大多数企业大规模实施过程中的典型做法：雇用顾问，购买培训材料，打印海报，制定行动计划，分配人员成为新方法的一部分，并应对批评。在精益六西格玛之旅的五年中，德事隆做出了巨大的努力，以收集受部署影响的内部客户的反馈。从访谈中，德事隆意识到部署方法与成熟度方法不同。在组织实际实施该方法之后，组织为执行该计划所做的事情不应继续，这是组织意识到的一件事。因此，他们开始将精益6西格玛的权力下放到各个单位。

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