Visited Caterpillar yesterday, my feelings is somewhat strange. Tom Peters said he can get a sense of the corporate culture within 30 seconds or so after entering the reception area.
There are two things on the wall caught me when I was there. One is six sigma, the other is their run charts. The six sigma part is quite interesting, they put up all the black belts profile, their projects, and how much is saved by each of these projects. They also put up the DMAIC process with some brief explanations. All these are in the centre of the wall, where people can see it. On the same wall, in the corner, there are some other posters about something called RPI, Rapid Process Improvement, or something like that. I cannot exactly figure out if they mean something similar to Business Process Engineering. What interesting is, there is also an memo from CEO to all the employees to reassure them six sigma is still one of Cat's fundamental business strategies. What more interesting is on the opposite wall, there are a dozen of run charts of things like accidents, accuracy of logistic delivery to storage location, absence from work, stuff like that. All of them are without control limits, and some have a target. I am than in pondering of perhaps what Deming would asked, what are they supposed to mean?