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An Overview Of Six Sigma Redundancy

May 16, 2008
However, this strategy does not always work in the favor of a business because innovative strategies are nothing but trial and error techniques, which may or may not work all the time. Therefore, when we talk about methodologies, there is no way that we can forget Six Sigma and the implementation of its techniques in order to improve the organization's overall performance.

Six Sigma aims at accomplishing one task only - eliminating defects and improving the performance of the company. However, the result of its implementation varies considerably on the basis of the distinct techniques adopted to bring about change in organizational processes.

This simply means that Six Sigma does not guarantee success all the time.

Origins of Six Sigma Redundancy

One of the main causes for Six Sigma redundancy is that sometimes Six Sigma analysts fail to foresee the effects of implementation, which could negatively affect the smooth functioning of the various business processes. Reducing any amount of waste is the basic principle that Six Sigma thrives on. In addition to that, Six Sigma experts usually find it tough and quite often fail to identify the root cause of the redundancies.

The reason for that may be anything, but the most common reason is that the after- effects of the implementation process are observed only after a period of three to four months, which may be too late. The common areas that Six Sigma experts look for the reasons of redundancy include project selection, analysis of variations with the help of ANOVA, assessing the dimension system and analyzing the statistics.

Apart from studying these factors, Six Sigma experts also study the various documents which were drafted in the policy making stage.

Errors and Redundancy

There are many factors that Six Sigma implementation may encounter resistance. Although the main cause of redundancy is due to errors in the calculations during the implementation process, employees' reaction to the change can solely affect the outcome of the implementation of Six Sigma. For instance, if the employees thought that the process would mean a layoff or something of that sort, it is obvious that they will not cooperate when it comes to the implementation of the strategy.

Sometimes, even department heads are cynical about the success of the strategy, since it takes a period of three months for the change to become visible.

Therefore, in order to assure the employees and the departments about the possibility of success through the implementation of the Six Sigma strategy, it is important that the task is handled by a trusted employee of the company, so that they will get well-deserved cooperation from other employees.
About the Author
Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.
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