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shows how employee reviews can be linked to ongoing employee performance. Formal annual performance reviews aren t enough to help employees improve performance. Rather, they must be accompanied by more frequent communication about performance, such as weekly reports or monthly operations reviews. These reports and reviews must have a format that links to the annual performance reviews, which are then directly linked to a company s strategic initiatives. Performance recognition is an ongoing process. This notion must be reflected by leadership through behaviors, body language, decisions, and actions. Financial incentives are a prime motivator of performance improvement. But recognition coupled with financial incentives that are based on a fair distribution mechanism can lead to dramatic improvement in performance. Innovation is a critical aspect of the Six Sigma Business Scorecard. Innovation must be promoted at every level and at every opportunity. Leadership must plan to help employees develop new skills and expand their roles to help the company grow. Employees need to learn and practice leadership skills. They must also be encouraged to expand their intellectual involvement and personal growth. Such encouragement creates growth opportunities for the company and leadership opportunities for employees. Promoting innovation is a challenging task, and utilizing the brain of every employee must become a corporate strategy. Acquiring the mental involvement of employees is daunting, because it requires employees personal initiative. That normally happens when the employees are self-motivated (a leadership skill), or when there is a significant incentive for recognition or reward, a challenge to create something new, or a desirable performance expectation aligned with the corporate initiative. The leadership must create challenging opportunities with recognition and rewards in order to motivate employees to innovate.

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SELECT PERSON_ID, EMPLOYEE_HOURLY_RATE AS HOURLY_RATE, SUPERVISOR_PERSON_ID FROM EMPLOYEE; PERSON_ID HOURLY_RATE SUPERVISOR_PERSON_ID ---------- ----------- -------------------1 15 2 9.75 1 10 9.75 1

The main objective of the management must change from its traditional role of managing operations to one of achieving the

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This data shows that Employees 2 and 10 report to Employee 1, and that Employee 1 reports to no one it s a good bet he or she is the owner or manager of the video store. It s no surprise that the supervisor earns a higher hourly rate than the people he or she supervises. Now suppose the video store is required to produce a report showing the wage differential between supervisors and subordinates. The data here is small enough that such calculations could be done manually, but let s assume that you want to automate the report and distribute it to an entire chain of stores that use your database design. You can join each employee to their supervisor s row in the table to obtain the supervisor s hourly rate. Here is that query:

SELECT A.PERSON_ID, A.EMPLOYEE_HOURLY_RATE AS HOURLY_RATE, B.EMPLOYEE_HOURLY_RATE AS SUPV_HOURLY_RATE FROM EMPLOYEE A JOIN EMPLOYEE B ON A.SUPERVISOR_PERSON_ID = B.PERSON_ID; PERSON_ID HOURLY_RATE SUPV_HOURLY_RATE ---------- ----------- ---------------2 9.75 15 10 9.75 15

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necessary rate of improvement in their areas In supervising operations, managers must ensure that their employees understand the area or department objectives, have necessary skills and tools to achieve them, and use those tools efficiently and effectively In addition, managers must make sure that departmental processes are monitored effectively and that performance is reported accurately In reporting performance, managers must track levels and trends in DPU and DPMO as well as Sigma When success in the execution of corporate strategies is considered, management performance review is generally very weak This is so often because managers either do not understand the corporate objectives or are not given enough time or resources to understand them well Sometimes, the leadership team simply dumps its goals on the management staff, or worse yet, sometimes managers are unaware of the corporate goals.

Note the following: The FROM clause has the EMPLOYEE table listed twice. The older style WHERE clause can also be used to invoke a self join. It would look like this:

The management team is the execution team, and its members must be fully enlisted in developing realistic goals based on facts, as well as in developing plans to achieve them They are the real drivers of the dramatic improvement While the leadership may design goals and objectives, management must own the objectives in order to achieve them The management performance review must incorporate assessments in the key areas of rate of improvement, breakthrough solutions, direct value creation (including Six Sigma projects), and leadership practices (see Figure 9-5) According to the Six Sigma Business Scorecard, the main emphasis on the management cadre is to achieve the desired rate of improvement, generate savings, and recognize employees for achieving the desired improvement and savings.

SELECT A.PERSON_ID, A.EMPLOYEE_HOURLY_RATE AS HOURLY_RATE, B.EMPLOYEE_HOURLY_RATE AS SUPV_HOURLY_RATE FROM EMPLOYEE A, EMPLOYEE B WHERE A.SUPERVISOR_PERSON_ID = B.PERSON_ID

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