This post was contributed by a Six Sigma specialist in a major, mid-West USA based engineering and construction company>>>>
Last month I facilitated a Village Mapping exercise at the major global engineering/construction company that employs me. The objective was to develop a plan for implementing a knowledge transfer program in our biggest division. The division is facing the loss of a great deal of engineering knowledge because of retirements in the next few years. The mapping exercise helped the team look beyond immediate tactical concerns and understand the nature of relationships among the many organizational functions with a stake in knowledge transfer. One major ‘aha’ was how many functions the knowledge transfer process touches that have not been involved in the program heretofore. The result of the exercise was the creation of a basis for a longer range plan to ensure the success of the program.
This was not strictly speaking a Six Sigma initiative, but the mapping model does incorporate many of the concepts employed by the Six Sigma methodology. It deploys a systematic, team-based approach to defining the current process, identifying problems and opportunities embedded in the process, and visualizing creative solutions to streamline the process. It also highlights the importance of quality communication and control measures that satisfy the requirements of critical internal customer and stakeholder groups.
Finally, the exercise energized the team and kick-started a planning process that had been drifting for some time.