When Six Sigma is implemented into the operations of an organization, it brings about great improvement. However, after completion of the project, it is necessary for ongoing improvement steps to be taken to assure the company is able to maintain a competitive edge. The tough business conditions of today mandate that companies stay on their toes or else they'll fall behind. Though Six Sigma brings improvement, the final results are not always as good as expected in terms of customer satisfaction and employee morale. This brings to the fore that there are issues and conditions that need to be inspected in order for there to be a continued success of the program.
The support structure for Six Sigma deployment has to be extremely strong. It is necessary to study the difference in the current state of the business, and the desired state. This helps in understanding the processes that need to be changed, as well as those that need to be improved. If the Black Belts are good but the Champion is not, then the program may fail. A consultant may be of great help in such situations, as they have knowledge of similar situations faced during other project executions. A common problem of change initiatives is that improvement steps are undertaken with an aim to complete them within a particular timeframe. The fact is that the activities that need to be completed carefully and correctly may be missed. This creates an illusion of a speedy job, but without achieving the desired results. Chart a plan, sticking to it and building up momentum over time will help ensure that growth is even.
There must be a shared common goal among all team members in order for Six Sigma deployment to be a success. Teams cannot bring change overnight, and thus must be able to communicate well if the support of all is to be gained. Additionally, old procedures and controls which inhibited progress in the former system must be eliminated altogether. If not, then the new tools and techniques will be ineffective. These roadblocks need to be addressed at the onset of the project. By making this a part of the process, morale will be boosted and momentum gained.
Successful management of large projects should allow for their division into smaller projects. This will allow team members to achieve short term goals, thus boosting their morale and confidence. Higher morale will lead to a greater chance for success and profits. Any initiative must be required to produce some measurable economic benefit, and care must be taken to assure that all processes are correlated to ultimate bottom line success.
Strong managers are important if minimized risk and efficient changes are to be brought about. Each project will require leaders who can transform cultures and stimulate dynamic change, and this is done through quality not quantity. Top level management must be on board with the understanding of this if the expected results of the Six Sigma deployment are to be achieved.
The support structure for Six Sigma deployment has to be extremely strong. It is necessary to study the difference in the current state of the business, and the desired state. This helps in understanding the processes that need to be changed, as well as those that need to be improved. If the Black Belts are good but the Champion is not, then the program may fail. A consultant may be of great help in such situations, as they have knowledge of similar situations faced during other project executions. A common problem of change initiatives is that improvement steps are undertaken with an aim to complete them within a particular timeframe. The fact is that the activities that need to be completed carefully and correctly may be missed. This creates an illusion of a speedy job, but without achieving the desired results. Chart a plan, sticking to it and building up momentum over time will help ensure that growth is even.
There must be a shared common goal among all team members in order for Six Sigma deployment to be a success. Teams cannot bring change overnight, and thus must be able to communicate well if the support of all is to be gained. Additionally, old procedures and controls which inhibited progress in the former system must be eliminated altogether. If not, then the new tools and techniques will be ineffective. These roadblocks need to be addressed at the onset of the project. By making this a part of the process, morale will be boosted and momentum gained.
Successful management of large projects should allow for their division into smaller projects. This will allow team members to achieve short term goals, thus boosting their morale and confidence. Higher morale will lead to a greater chance for success and profits. Any initiative must be required to produce some measurable economic benefit, and care must be taken to assure that all processes are correlated to ultimate bottom line success.
Strong managers are important if minimized risk and efficient changes are to be brought about. Each project will require leaders who can transform cultures and stimulate dynamic change, and this is done through quality not quantity. Top level management must be on board with the understanding of this if the expected results of the Six Sigma deployment are to be achieved.
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More and more businesses today are searching for employees who have Six Sigma training. Some are even foregoing the requirement for a college degree in exchange for Six Sigma certification. If you're searching for providers, www.SixSigmaOnline.org is the most respected education source for Six Sigma today.
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