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How To Introduce And Synchronize Six Sigma Into Your Business

Aug 17, 2007
Six Sigma For Your Business

Six Sigma has met with phenomenal success since day one of its launch. All those companies who adopted the Six Sigma methodology have reportedly saved millions of dollars, courtesy of aggressive implementation and disciplined daily practice of Six Sigma techniques.

Step By Step Guide To Introduction And Synchronization Of Six Sigma Into A Business:

Six Sigma methodologies are perfect for knowledge acquisition about the status of a company. However, there have been stumbling blocks for Six Sigma as well, such as the specific "commoditization" and variability in deployment strategies. Many times, there is a variation in the decision process and the deployment process whereby the whole purpose of achieving the goal gets thwarted.

In addition, losing customer focus and the Six Sigma approach meets with disaster. So to achieve complete success in transforming the working of your enterprise and maximization of bottom line savings, set the metrics after goal measurement and put things into perspective. In other words, synchronize your Six Sigma techniques as per your business processes.

For proper understanding of how Six Sigma strategies can be effectively synchronized within your business processes, you could reflect on these phases of synchronization:

Initiation Phase

-The first step is to identify and then apportion the enterprise level saving goal, with different SBU's (small business units).

-The second step is to identify the Champions and then align the compensations to attain the final goal.

-The third step is to establish and streamline the steering committee, the people responsible for deploying strategies, and the reporting channels.

-The fourth step is to first write down and then align the deployment plan with a highlighted financial saving plan.

-Finally, communicate with the workforce to prepare them for the deployment.

Execution Phase

-A designated database has to be created for upper management, so that all key data can be communicated for continuous review.

-X-belts are engaged by Champions to gauge progress and ensure mentoring.

-Monitoring and reviews are to be done on regular basis at meetings.

-Delays, if any, are to be discussed and dealt with on priority basis. According to the discussions, the delays can then be terminated, postponed or extended with additional resources, if the need arises.

-The Steering Committees both at SBU level and at corporate level have to keep on assessing progress towards the stated goals and the benefits. Along with this, they also have to prioritize new projects.

-The project teams are to be individually acknowledged for their accomplishments and rewards.

-X-belts have to prepare documents of implementation for records and future references and this is referred to as knowledge notes.

-Champions have to report to the respective accountable executives in upper management.

Assessment Phase

-Plan to promote alignment that is greater than the earlier one, by accelerating result generation and greater sustainability.

-Place more emphasis on real vs. theoretical or anecdotal data.

-The focus of attention should be placed on capturing benefits, enhancing the belts' performance by advance certification, deployment planning and overall performance.

-SBUs should always remain informative about the results that concern the organization.

-Steering Committees need to revisit the deployment plan and revise, if necessary.

-Scheduling training for belts' or refresher workshops and reorientation for Master Black Belts and Champions who are undergoing certification programs.

-"Training the trainer" program for earlier sustainability should be rescheduled, if necessary.

Following the steps above will ensure that Six Sigma is integrated seamlessly into y your existing business processes for maximum results.
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 lean six sigma, black belts, green belts, and yellow belts.
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