Most employees are inevitably shaped into the mold of their company’s prevailing culture. When the company culture is focused on teaching and practicing the principles of Six Sigma, it can transform the way employees see themselves and their work. Six Sigma expands employees’ vision and gives them the power to move from passively witnessing a problem to actively solving it. Once employees are steeped in the practice of Six Sigma, they may never be the same again.

Employees trained in Six Sigma develop the following stand-out qualities:

  • They possess the training they need to use Six Sigma tools
  • They take ownership for creating and implementing solutions to problems
  • They play an active role in eliminating defects and variance
  • They see their work as part of the larger picture instead of their assigned job function

What a Difference Culture Can Make

Many organizations focus broadly on providing their employees with Six Sigma training. While broad-based Six Sigma training is important, it is only the beginning. Training must be reinforced by a company culture that nurtures a Six Sigma outlook and prevents employees from returning to their old and less-effective ways.

Management consultant Peter Drucker is widely quoted for observing, “Culture eats strategy for breakfast.” He could easily have been talking about Six Sigma. When an organization lacks a culture to sustain Six Sigma, employees are more likely to slip back into their old patterns of solving problems, regardless of stated strategy. The sad fact is that Six Sigma efforts that are not planted in the rich soil of a supportive culture are not likely to take root.

Companies without a culture that supports Six Sigma need not despair; culture can be changed.

Helping Process Changes LastImprove Company Culture with Change Management

Change management is a concept used to transform organizational culture. It can modify company culture in four steps.

Share a Vision

Cultural change begins with leadership. Executives must take the lead in singing the praises of, and showing tangible support for, Six Sigma. When they do, employees adopt Six Sigma into their daily work and the organization benefits in three different ways.

  • Opposition to Six Sigma from lower levels of the organization diminishes
  • Projects are managed more efficiently
  • Management allocates resources to make actions consistent with strategy

Practice, Practice, Practice

Once employees’ hearts and minds are prepared for a cultural shift, it is time to put Six Sigma into practice. Fortunately, Six Sigma training can be adapted to the abilities and needs of every member of the organization. The more employees who receive certification, education and training the better established Six Sigma becomes in the culture.

Expect the Unexpected

Sticking to a solid change management plan will help the cultural shift keep moving forward. However, every path to change contains unanticipated hurdles that appear suddenly and demand a quick response. These hurdles can include a lingering fondness for the old ways or a sudden flare up of the old culture. Being prepared to deviate from the plan and willing to face challenges as they arise keeps the cultural change on track.

Be Liberal with Rewards

You get more of what you reward. Companies that bestow generous rewards on the employees who support a Six Sigma culture will in turn be rewarded with more support for the culture.

A Six Sigma culture pays long-term benefits. It provides trained eyes to see problems and qualified hands to fix them.