“We were using Six Sigma very successfully,” explains MLO President Pete Longo, “but it was still limited mainly to the projects we had underway. We realized we needed to make it part of how we run the business or the benefits would not grow as we’d hoped.”
The answer was to begin applying concepts such as voice of the customer, process excellence, better use of facts and data and teamwork, to the responsibilities of MLO leaders. A network of “Process Management Teams” (PMTs) was formed where critical activities could be overseen cross-functionally and where improvement efforts of all types could be targeted where most needed.
An important element of the Macy’s Process teams was to ensure a combination of local responsibility for performance,
The answer was to begin applying concepts such as voice of the customer, process excellence, better use of facts and data and teamwork, to the responsibilities of MLO leaders. A network of “Process Management Teams” (PMTs) was formed where critical activities could be overseen cross-functionally and where improvement efforts of all types could be targeted where most needed.
An important element of the Macy’s Process teams was to ensure a combination of local responsibility for performance,