Six Sigma Implementation Tips
For Six Sigma (SS) implementation to be successful, there must be a balance between both the hardware and software of Six Sigma.
Hardware refers to the tools and techniques such as Statistical Process Control, Hypothesis Testing, Process Mapping, Design of Experiments (DOE) etc.
Software refers to the human side of implementation such as management commitment and support, leadership, communication, reward and recognition etc.
While there is more publicity on the success and power of the tools and techniques of Six Sigma, the secret of success is actually on the human side.
Most SS implementation failures are due to failure in change management and not failure to grasp the tools and techniques.
Below are some useful tips on SS implementation:
1. Link Six Sigma to Business Strategy and Objectives
Six Sigma implementation utilizes precious organizational resources and hence their impact on key business needs must be clear. Every project and activity must have an impact on strategy, customers, financial, business performance (eg. quality, cost, delivery, safety)
2. Work on both Short Term and Long Term Results
It is important to get quick results within the first 3 to 6 months as this will motivate both the project team and management to keep the momentum of their good efforts. On the other hand, some projects may take longer time for results to be seen. Those that generally take more time and efforts to implement are usually the high-impact projects. Hence, it is important to understand and balance the resources in implementing short term and long term projects.
3. Allocate Adequate Resources
Do not treat Six Sigma projects as extra-curricular activities. Time, support and resources must be allocated officially for Six Sigma activities. No one will be serious about Six Sigma if it is something that is done after office hours at the project teams’ own expenses of time and resource.
4. Do Not Focus Only on Six Sigma Tools
Six Sigma tools are powerful but using them blindly can create a lot of frustration and anxiety. Some tools such as Hypothesis Testing and Design of Experiments (DOE) can be challenging for team members not trained in the topics. In fact, some Six Sigma projects require very minimal statistics to see significant improvements (especially in the case of service industries).
5. Management Responsibility and Accountability
Management needs to demonstrate their commitment to the Six Sigma activities. Being an active sponsor, champion who participates in all the stages and toll-gating sessions of the DMAIC model is the least that the management can demonstrate that it is not just lip service. Aligning strategic business objectives with projects, and providing constant motivation to the project team, will go a long way to ensure sustainable Six Sigma implementation.
Related pages that you may be interested in:
- Six Sigma
- DMAIC Define Phase
- DMAIC Measure Phase
- DMAIC Analyse Phase
- DMAIC Improve Phase
- DMAIC Control Phase
- Six Sigma Tools
- Design of Experiments | DOE
- Design for Six Sigma | DFSS
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