Many companies send their employees to six
sigma training and certification classes and then begin their
implementation process thinking that this is all that they need to do in
order to help make their company more successful. While this is of
course the best way to ensure that a company gets its six sigma
implementation off the ground it is important that the company that
wishes to take on Six Sigma does so wholeheartedly across the board.
Once a company begins implementing and applying the Six sigma principles these should be reinforced not only by those employees who are upper management and the leaders of the company but also Six Sigma needs to be included throughout the company as a common thread. Employee evaluations should be rewritten to include six sigma and to evaluate employees not only on their actual work ethic but on the Six Sigma implementation process as well. Offering employees assessment and accountability for their role in Six Sigma in the company will help them to keep focus on what is really important and their role in it.
Recognition should also be a part of implementing six sigma into the culture of your organization and this means acknowledging not only the individuals who are helping to get the greatest results but those teams that are excelling in the program and are taking their projects to the next level. It is ever so important to make six sigma acknowledgement a part of the climate of your organization as this will truly help to create a growth culture.
Categories: Case Studies
For starters those atop of companies using Six Sigma have to have the
training to support leadership. While there are several different tiers
of management and belts those who are at the top of the Six Sigma food
chain need to be black belts and master black belts. This really helps
them to guide their lower level employees to success.
One thing is for sure you will want to do more than a few Google
searches in order to gather information. 6 Sigma has been around since
the early 80's and was created by Bill Smith of the Motorola company as
a way to improve a company's bottom line by simply improving the quality
of whatever that company is improving. The theory behind it is that
improving the quality of the product would in turn improve the
customer's experience and would thus improve that company's bottom
line...and it worked.
Essentially Six Sigma is nothing more than an integrated approach to a
philosophy that has been proven over time as effective in improving
business performance. It is based on making changes and improvements in
the predictability of business processes to improve the overall results
as well as create better business practices and improve the company's
bottom line. And companies such as GE Capital for instance have saved
boatloads of money simply by implementing the Six Sigma methodology into
their company creaging higher profits and better overall results.
Gemba(The Real Place) Lean managers must solve problems at their roots.
The lean managers must go to the real place that the problem exists
While it is true that some problems can be solved sitting at a desk,
most problems occur in other places. The lean manager seeks the solution
to problems wherever they occur.
There are a few key components that are essential to understanding Six
Sigma and the dramatic success it has provided to businesses in all
types of industry. There is a clear focus on reducing the amount of
errors that occur during the manufacturing process. It does this by
ensuring the conditions under which the manufacturing occurs are the
same at all times. When a business does not have any errors, it will
naturally have a higher profit.
Organizations choose different styles of management. Some organizations
choose a relaxed management style, while others have rigid structures.
Often times the management process correlates with the employees who
work there. Knowledge workers usually have a more laid back management
process, whereas production workers have rigid management based on
specific working hours, breaks, and discipline. Finally, the production
process is all the steps of making a product. The process generally
spans from the supplier all the way to the customer. Production
processes become rigid in organizations that produce the same product
without change. The processes for businesses that make different or
custom ordered end-products are generally more flexible. Either way the
production process will include how to get the raw products from the
suppliers, how to transform those raw supplies into a finished product,
and how to get the finished product to customers.