Ask any organization how many of their Six Sigma projects were a long-term success and more than likely not many will say “all of them.”
Why? Because most will have spent too much time focusing on tools and processes, including DMAIC and DFSS, and too little time on managing the “people side” of change. When Six Sigma professionals lack change management competency and the ability to lead people – not just processes – projects can be destined for long-term failure.
The value of investing in the “people side” of Six Sigma initiatives is widely acknowledged. So valuable is change management that GE implemented the Change Acceleration Process (CAP) to accelerate Six Sigma results. In CAP, the formula for success is QxA=E (technical quality times organization acceptance equals effectiveness). According to a 2013 article in Plant Services Magazine, Bill Wilder, Director of the Life Cycle Institute, said that Jack Welch is alleged to have stated that 50% of the time should be focused on “A” activities.
Here are four great ways to help develop effective change management in your Six Sigma teams and within your organization:
Build Awareness and Desire
It all starts with building awareness and desire for change management competency within the Six Sigma team. For many Black Belts who have already invested an incredible amount of time to become certified, the thought of spending more time in training is not always a comfort. This is why executive management teams must communicate the reasons why change management competency is necessary for success. Discussion points to be included:
- Projects have a better shot at staying on time and budget
- Managers will allocate valuable resources more readily and show support throughout the project
- Resistance from employees and other stakeholders will decrease
- Employee productivity will be less impacted by the change
Learn and Practice Effective Change Management Skills
Once awareness and desire for change management competency have been established, it is time for the change agent(s) to gain knowledge and learn the process. Although this education can be obtained in a number of ways, attending certification training is one of the fastest and most effective means of learning the necessary skills. Certification classes can be found both online and off, and some companies will pay the associated costs.
Practice Makes Perfect
The only viable way of becoming proficient at the practical application of change management tools and processes is to practice using them. Knowledge is good, but application of knowledge is better, especially when it comes to managing the “people side” of change. Throughout the life of each and every Six Sigma project there will be any number of variables such as culture, history, or executive support that have the potential to tip the train off of its tracks, so no change agent should ever be fooled into thinking they have “mastered” the management process.
Reward and Reinforce
To ensure change is sustainable, agents should reward and reinforce change leadership behavioral skills within the team, celebrate successes, and recognize the valuable contributions of team members.
The ultimate goal of any Six Sigma change agent is to deploy projects effectively. To make this objective a reality, embrace change management as the most important companion-discipline and encourage Black Belts to focus on the “people side” of change. By doing so you can help ensure your investment in Six Sigma produces great returns.
