Using Six Sigma as an approach to process improvement can yield a significant return on investment. However, too often those who initially embrace the concept of Six Sigma are left disappointed when the implementation process is unsuccessful.
There are several common issues that can cause a Six Sigma approach to fail. Some may attribute failure to expense, in terms of the cost of training involved in belt certification and time commitment. Others might indicate that they don’t see the benefit of the process. This can lead to a lack of support from staff and management. However, the primary cause of Six Sigma failure is generally caused by a lack of preparation before implementation.
Parameters for Success
For Six Sigma to have the potential for success, everyone in the business should understand what is being attempted and why. In addition, there needs to be a system-wide understanding of the business model already in place, and knowledge of the roles involved in that model.
Preparation should include assuring that everyone knows how and why their role is necessary for success, and how their activities may change with Six Sigma implementation. Everyone involved in the business should also believe that their actions and their feedback, regarding process improvement, are valued. Otherwise, there may be conflicts over perceived priorities, objectives and control.
The roots of a failed Six Sigma approach can often be traced to a lack of understanding regarding the basic methods involved, as well as how to properly implement them. The implementation cycle should begin with developing assessment tools to define inefficiencies and determine where they exist. If this determination is based on individual gut feelings and opinions, there can be no unified agreement about what needs to be corrected, or how to create a strategic plan for correction.
In addition, there has to be an agreed upon way to measure improvement in these areas, so that when implementation begins, processes can be refined over time. Everyone involved, from those implementing new methods, to those collecting and analyzing data, need to be vested in the goal of improvement. People should be able to see value in the work they accomplish. This kind of systemic buy-in leads to sustainable and controlled results.
Implementing Six Sigma
Successful Six Sigma implementation relies on a basic framework, which includes having the necessary leadership in place. When Six Sigma is used as an approach to continuous quality improvement, it is necessary that leadership for deployment includes those trained as Yellow Belts, Green Belts, Black Belts and Master Black Belts. Those in leadership roles are responsible for explaining the business goals. This may also include explaining the foundations of Six Sigma, how it can help improve performance and results and how it can ultimately benefit the business.
In addition, it is important to explain what assessment tools were used to determine inefficiencies, and why there needs to be a corrective plan of action. Determine how correcting these inefficiencies will benefit everyone involved. Businesses adopting Six Sigma also should understand how one department’s actions and results can affect the overall system. This may also help promote organizational buy-in for the Six Sigma approach.
Benefits of Six Sigma
When the perceived issues and obstacles in the path of Six Sigma implementation are cleared away, and leadership is equipped to begin deployment, the methodology can start producing tremendous results. This can include a collective understanding from upper management, to everyone understanding how the business operates and how each process is connected. This understanding is contributed to by the use of a common language to discuss processes and procedures.
With Six Sigma, everyone is exposed to the objectives and terminology used in each department, and how the activities of each department contribute to the businesses’ overall goals. Since there are clearly defined processes to follow in creating and tracking results, line staff and management also take ownership of their contributions and results.
The long-term benefits of developing the standardized and applicable improvement processes of a Six Sigma approach is that results are accessible and sustainable. Existing staff have knowledge of what it takes for the business to be successful. New staff have well-trained leadership to guide them and established tools to work with.
Six Sigma can improve the bottom line by eliminating the waste of ineffective training efforts and time spent by old and new staff wondering, “How is what I’m doing benefiting the business?” With an established Six Sigma approach, communication is fluid, business goals are clearly defined and best practices are followed.
