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This fictionalized tale simplifies a complicated topic and, through dialogue between Joe and Larry, explains the way Six Sigma works in a nonthreatening, easy-to-understand way.
I had never felt so blindsided, so humiliated, so stupid for not seeing it coming. But could I have seen it coming? I threw this onto the growing pile of questions for which I had no ability or energy to answer that morning.
To avoid falling into that abyss further, I returned to the mechanical task of packing up my books, my files—the ones they let me keep after pulling those they felt might contain privileged information—and the framed photos of my wife and kids into the box.
When I looked at the photos, I felt another stab of emotion pierce my heart. How was I going to tell them the company had let me go? Better question: How will they respond? What will Kelly say? What will she think of me? Will she stay? I always assumed she would, but then it always seemed like such a remote possibility that I never really thought it through. I guess I'll find out now.
Other questions kept bubbling up to the surface against my wishes: What would I do next? What kind of job can a 40-something manager get after being canned? How long will it take to find one? Will we have tomove?Will the family move with me? And, how are we going to pay the bills in the meantime? Geez, we've got a bloated mortgage and two car payments, and we're trying to save some money for the kids' college tuition and maybe a nice vacation each year. Oh man. What a mess!
I came to, and realized I hadn't moved a muscle in—what?—a minute or two? More? I had gone almost catatonic. It was all too much. When I looked around, I saw the security guard at my door staring at me, trying to figure out if I was okay. I tried to reassure him with some sort of smile, but I couldn't muster anything better than a wiggly half-frown, which probably concerned him even more.
My friends in the department were just as uncomfortable. They wouldn't even stop by my office to say good-bye, instead they sort of scooted past the window, trying to get a quick look and move on. Driveby glancers. Maybe they feared they might catch this mysterious "disease" if they shook my hand.
In fairness, they probably didn't know what to say. And to be honest, I don't know what I could have said to them, either. My eyes were welling up, threatening to erupt. A word or two from a co-worker—former co-worker, I corrected myself—might have been enough to start me bawling uncontrollably right there in my office. Maybe they sensed that. Even the security guard at the door had taken to staring at his feet, unable to watch me complete my final task.
I stared at the photos for a time, then finally placed them carefully in the box. I set aside my dark thoughts of home and office and returned to the slow task of packing up my things.
When I picked up my nameplate, however, I held it and whispered the words to myself: "Joe Meter, Manager, American Burger." I remembered the pride I felt on my promotion to manager eight years ago, overseeing 60 franchises in my region. Eight years ago? Had it been that long ago? Another stab. The future had looked so bright. I figured the promotion to regional manager was just a holding station. Didn't know it would be my last stop. I laid the placard gently at the bottom of the box.
"Not your fault, Joe," I thought, trying to reas sure myself. "Nobody wants to eat burgers anymore. It's Southwestern nowadays, it's Asian; it's who-knows-what-else coming down the pike, but it's not burgers."
So why was I getting the shaft? When some corporate consultant told me this morning that they were letting me go, he tried to buffer the news by telling me they were letting a lot of guys go—but why me? Why not Jones in the office next door? The guy had only been a manager for a year, for crying out loud!
What had I done to deserve this? I didn't make waves, I didn't play games with sick days, I didn't even fiddle with my expense reports—and everybody was doing that!
My anger consumed me for a minute or two—my fists clenched in rage—before exhausting me. I slumped back in my chair, legs splayed, arms hanging over the side. I looked awful, but what did I care? What were they going to do—fire me? The security guard took a step toward me, perhaps fearing that I'd had a heart attack, before I waved him off.
It was only 11 o'clock. Getting called into the boss's office, being told I would no longer be needed at American Foods because our division just wasn't cutting it, then hammering out the details of my departure—it was already a full day. I felt worn out. I had no idea how I was going to spend the rest of the day, with nothing to do until my wife, Kelly, and our kids, Jack and Jane, got home. Go for a long walk in the woods? Lie on the couch? Nothing held much appeal—my thoughts threatening to invade any peace I might try to achieve.
As I finished cleaning out my desk, I discovered a stack of old business cards I'd tucked away in a drawer. I was about to throw them out because they were a few years old, but I stopped myself when I realized I might be needing one of those contacts to get my next job. I flipped through the cards, one by one, trying to remember who these people were. Few rang any bells.
I finally came upon Larry Hogan's card. Hogan, my old buddy from the mailroom. We started out together 20 years ago, a couple of college kids jamming envelopes into boxes while carrying on a running dialogue about all the characters and blowhards we'd met in the hallways. And about our dreams.
We talked about how we'd change American Foods if we ran the show. American Foods started in the 1950s as a wholesaler to fast-food joints, until the owners realized they could open up their own fast-food places. That's how American Burger got its start in the early 1960s, followed by American Chicken and American Sandwich in the early 1970s, and the fledgling American Pizza in the late 1980s. American Foods, though, still produces the supplies for the restaurants, everything from the lettuce to the grills to the silly hats the clerks have to wear.
Larry and I called our game "King of the Forest." "Okay," we'd say, "if you were King of the Forest, what would you do about so-and-so?" We shared a lot of ideas—commonsense ideas, most of which, in hindsight, probably would have worked—but half the time the answer was simply, "Fire 'em! Cut the fat! Get rid of the deadwood? I winced again. I wondered what the 20-something me would say about the 40-something me? I didn't have the energy to contemplate that. Another day.
I stared at the card. Last I saw Larry, five years ago, he was on the pizza side of the company. Whenever we saw each other, we'd always find ourselves talking about the old days. Seems like you have a special bond with the people you meet when you are young, a bond that no other friendships can match. Before I thought it through, I found myself dialing the number on the card.
When the phone started to ring, I woke up from my trance. What was I thinking? I hadn't talked to this guy in five years! And what was I going to say? "Hey, guess who just got canned?" What did I want from him, anyway? Maybe, in hindsight, I just wanted to talk to someone who might understand what I was going through before I went home. But before I could think it all the way through, someone picked up.
The woman who answered said, "Yes, Mr. Hogan still works here, but he's moved up to an executive position. May I ask who's calling?"
I hesitated, until I saw the security guard looking at me warily. "It's Joe Meter," I said. "An old friend."
"Okay, Mr. Meter. Let me see if Mr. Hogan's in."
While I waited, I pondered what she'd told me. An executive, huh? Well, that just goes to show you, I thought, I should have gotten in on the pizza side. Then I wondered if he would take my call. The last thing I needed, I realized, was any additional humiliation. Why did I expose myself to this? I was about to fake a response—"Okay, just tell him I called"—for the security guard's benefit and hang up, when the receptionist broke in.
"Mr. Meter?" she said.
"Mr. Hogan is on the line."
"Hey old buddy?" he exclaimed, giving me more than I expected. "Kinda busy right now"—my heart sank—"but my lunch appointment just canceled. I know it's short notice, but any chance you can meet me for lunch?"
I breathed a sigh of relief. "As a matter of fact, I'm unexpectedly free, too..."
|Lunch is Served||11|
|Swallowing Six Sigma||19|
|The Crucial Differences||37|
|People Power: Who Does What||47|
|Putting People Power into Practice||73|
|Process Power: The Five Steps of Six Sigma||79|
|Putting Process Power into Practice||95|
|About the Author||123|
Posted December 9, 2003
This book is good parable telling of Six Sigma. Its basically a What is it book, not and indepth How to book. I would recommend it to any one who wants to know the basic concepts what Six Sigma. Easy to read and understand. Takes a little over a hour and you come away with a good foundation of the subject to build on.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted April 10, 2003
Understand from the outset what The Power of Six Sigma is not. It is not really a story about two buddies who lunch together while they pursue management success ¿ that¿s just the framework. It is not a book on how to implement Six Sigma ¿ although it would prove a useful adjunct to any such program. Nor is it one of those books filled with consultant-ese whose primary function seems to be to advertise: ¿You need to hire me to help you to dispel the confusion that my book just generated.¿ This is actually a very down-to-earth introduction to the quality enhancement strategy that is continuing to transform the corporate world. Frustrated onlookers may believe that practitioners keep the practical meaning of Six Sigma hidden, like some secret magic potion, but this powerful little book blows the lid off the caldron. Written as a lunchroom dialogue between friends, it¿s as user-friendly as it is insightful. We from getAbstract highly recommend this manual to anyone at any level involved, or becoming involved, with Six Sigma.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted June 3, 2002
The book is a very good introduction to the basic concepts of Six Sigma. This book takes a slightly different approach with the key concepts be delivered in the form of a conversation between a recently unemployed manager and an old friend that has been very successful in part because of Six Sigma. The conversation is around 'real' world applications of Six Sigma. The book is very easy to read and you come away with a familiarity with Six Sigma concepts and terminology. The only weakness is that the book is limited to only one of the Six Sigma approaches.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted January 30, 2002
This book provides a good intro into Six Sigma, the philosophy behind the approach and the steps in the process. It is written in a dialogue format in which two men (one believer and one skeptic) talk through Six Sigma using the backdrop of their company for examples. It is a very quick read (small book, 120 pages, large print - I read it cover-to-cover on a flight) that makes Six Sigma easy to understand. It is NOT a 'how to' guide, a training tool or a project reference. I would recommend it to Corporate Leaders and Exec's that want/need to understand Six Sigma quickly. Buy it for your boss!Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.