One of the reasons that Six Sigma process improvement methodology is so effective is that it draws upon the skills and experience of employees at all levels of an organization. Everyone from C-level executives to hourly, part time workers can participate in Six Sigma project teams to achieve process improvement.
Being open to all employees is certainly an asset to process improvement, but this can bring challenges for organizations seeking to implement Six Sigma methodology. Six Sigma is a systematic, scientific, fact-based improvement process that can be intimidating to the uninitiated. It speaks a language of its own and requires the use of dozens of different statistical tools.
The key to connecting these advanced process improvement techniques to the people who implement them is to provide proper training.
Results of Insufficient Training
Results of Insufficient TrainingSix Sigma methodology places a heavy emphasis on providing appropriate training to employees before including them in a project team. All too often, though, organizations fail to achieve the desired results from Six Sigma project teams because team members lack adequate training.
Inadequate training can result in various challenges, including:
Overloading Black Belts – When resources are scarce, especially in smaller companies, there is a temptation to provide training only for those who dedicate 100% of their time to Six Sigma projects, namely Six Sigma Black Belts. While receiving training is an important part of a Black Belt’s job, requiring them to bear the burden of training others in Six Sigma doesn’t allow them enough time to practice what they’ve learned. Process improvement then proceeds at a slower pace and it takes longer to prove the worth of Six Sigma.
Training on Paper – An important part of Six Sigma training is the hands-on experience that it provides project team members. A crucial element of Six Sigma training is applying its philosophies and tools to the real-life scenarios that teams encounter while working on actual projects. If Six Sigma training is not quickly reinforced by assigning employees to a project, there is the danger that their newly-gained knowledge could be quickly lost.
Effects of Poor Management Support
Even when process improvement teams are adequately trained and adept at applying their skills in real-world projects, without the support of upper management their performance may still suffer.
Project teams struggle and fail when they do not receive the resources they need, when there are no clear measurements for success and when there is no link between the project and the organization’s objectives. Upper management support goes beyond understanding Six Sigma, recognizing success and giving moral support. Management can help make Six Sigma projects more successful by:
- Ensuring that the project aligns with business objectives
- Allocating adequate time and resources to the project
- Reviewing projects on a regular basis and offering feedback
- Providing a standard of financial measurement
Six Sigma offers a rigorous, fact-based methodology and an abundance of statistical tools that can help organizations improve processes and enhance quality. However, to unlock the full power of Six Sigma, project teams must receive adequate training and upper management must be willing to provide active support and assistance.
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