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Adherence to safety standards Adherence to the standard operating procedure Housekeeping and cleanliness Achievement of waste reduction goals over a 3-month time frame Achievement of cost-reduction/revenue goals over a 3-month time frame

the sense of urgency irrespective of corporate performance. Similarly, the strategic initiative of implementing the Six Sigma Business Scorecard must become a priority and be implemented with a sense of urgency to achieve dramatic improvement in corporate performance, including dramatic improvement in profitability and growth. Initially, some difficulties in implementing the Six Sigma Business Scorecard will exist. However, when its purpose and executive commitment are strong, the scorecard will lead to continual and balanced improvement in corporate performance. At this point, after stable and successful implementation, many businesses tend to either change things because new people have joined the team or create a new initiative to sustain improvement. Although the Six Sigma Business Scorecard is a dynamic tool that can be revised as the scope and direction of a business change, it is counterproductive to change it simply because of personal preferences or style. When business objectives change, however, the Six Sigma Business Scorecard can be revised to maintain its suitability and effectiveness to the business. Business does not exist to implement the Six Sigma Business Scorecard; instead the Six Sigma Business Scorecard exists to support the business.

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A typical training agenda includes a 1-day workshop for the affected employees that discusses the new process changes, equipment, the goals of the program, tracking methods, continuous improvement for the waste minimization program, and the need for a waste reduction mindset to change the organization culture. Below is a list of lessons learned that may be useful when developing agendas:

One school of thought advocates positioning your solar panels on a fixed surface such as a roof, positioned so as to harness as much sun as possible on average over the year. This approach certainly works, but as we saw in 3, the sun is not a fixed object in the sky it moves, and so this approach is not necessarily the best. One other solution is to actively track the sun using a device such as the trackers shown in Figures 14-1 and 14-2. What this entails is using motors, hydraulic actuators, or some other devices to move our solar panels to follow the sun. This approach does have some merits. With the sun always facing the panels as face-on as possible, the most possible energy is extracted, as the panels are operating at their greatest efficiency. One of the main caveats of this design is that moving the panels does require some input of energy, and this must of course be subtracted from the total energy that the panels are producing. Furthermore, in some scenarios this is inappropriate if you are roof-mounting panels, it would not really be appropriate to reposition your roof every time the sun moves. In this chapter we will build a circuit that can be used to track the sun s movements and move a solar panel accordingly. The circuit is only simple, and will power a small motor to drive a demonstration display; however, with correct driver circuitry, the circuit could easily be scaled up to move bigger arrays.

Ensure integrity of the measurement and tracking system. There is no such thing as overcommunication. Ensure a feedback mechanism to strengthen the program and foster employee

buy-in. Offer employees suitable rewards for meeting the program goals (some organizations prefer time off, bonus checks, luncheons, or even a donation made in the organization s name to an environmental group or charity). Existing databases are inadequate for the job. Avoid diversions. Table 9.1 is a sample agenda that may be used as a template.

As the Six Sigma Business Scorecard is being implemented or shortly thereafter, the question often arises about the effort required to maintain it. The primary objective of the Six Sigma Business Scorecard is to facilitate growth and profitability together, ensuring a sound return on investment because of its implementation. However, continual improvement in the Six Sigma Business Scorecard itself must also occur, whether the improvement involves setting new goals, easing the scorecard s maintenance, or integrating measurements with technology. The value of measurements lies in how they are used rather than in their collection. The value increases with timely

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