The DMAIC toolkit is excellent for solving technical complexity problems. However, Lean Six Sigma tools are not as adept at helping solve problems of high 'people complexity.' The solution is an integrated DMIAC/change management roadmap.
Why is there so much variation in levels of success amongst adopters of change programs? The answer lies in the fact that most methodologies offer steps that are necessary to achieve success; they are neither sufficient nor exhaustive. This article explores some of the potential issues that need to be addressed during a change process that can make the difference between a successful and a not-so-successful deployment.
With the introduction of continuous improvement in 2009, H.C. Starck has engaged and empowered employees on the shop floor, bringing about a culture shift and improvements in customer satisfaction, product quality, on-time delivery and operational profitability.
Quality tool books are full of terms, acronyms and charts that can make a non-quality professional faint of heart (some quality professionals as well). Here is a kinder way to remember the methodology.
Every company runs into resistance that can slow down, or even rail, a new Lean Six Sigma initiative. That is why part of every executive's repertoire needs to be the knowledge, skills and tools to minimize the occurrence and impact of resistance.
According to the report from Changefirst, more than 40 percent of change managers believe at least a third of the financial gains could be attributable to change management activities alone. This means that, after nine months, for every £1 spent on change management these organisations were getting £6.50 as a return.
Following three simple rules can make the process of selecting and leading teams less painful and more successful.
After decades of initiatives being unleashed on unprepared organizations, good managers have learned that the correct foundation must be built to allow successful change.
Organizations considering Kaizen events must be ready to make a commitment to change management by properly preparing attendees for the goals of the event, executing the event smoothly and implementing solutions in a timely and effective manner.
Given a dire situation, a change management process is clearly required. A haphazard attack on many issues can exacerbate the problem. Kotter's Eight-Stage Process of Creating Change was used as the guide to induce the re-invention of a team and business processes in this real-world transformation that saved a company.
Ron McMillan is one of the authors of the book “Change Anything,” which introduces a framework to help you achieve any of your business or personal goals by: becoming a scientist, studying yourself, identifying crucial moments where you fail, creating vital behaviors, and engaging in six sources of influence.
Sponsorship is the common factor across every single change method. Choosing the correct sponsor for the organizational structure determines whether the change initiative will succeed or fail.
The DMAIC process can be used not only to decide which improvements to make in an IT system, but also how to organize process changes.
Six Sigma has grown in popularity, yet it still has detractors. These skeptics are people who feel burdened by the disruption Six Sigma has caused in their work life. It is up to managers to face the skeptics and set the right tone for a deployment.
Again and again, culture change comes up as one of the most important aspects of a successful Six Sigma deployment. Bringing the topic to the stage at the 2009 Energy Forum for Process Excellence was Stephen Tomlinson, vice president, operations support, for Cameron.
The experience of DC Electronics – with just 325 employees – shows how small businesses can use Lean Six Sigma to better position themselves in the marketplace.
Black Belts and Change Agents should know how to survive 'Pity City' and the 'Valley of Despair.' Learn to navigate the issues associated with change and improvement projects from two experts on this subject.
Successfully implementing Six Sigma requires leading and managing change effectively, controlling day-to-day operations and encouraging appropriate risk taking.
Many years ago I worked in industrial security; I spent many nights patrolling an automotive assembly plant. During this time I would occasionally find flyers written by somebody who called themself the “Sleeping Dog.”
Human resources (HR) professionals who have a background or education in basic project management are a valuable commodity to their company. Being well versed in an improvement methodology, such as Six Sigma, is an even bigger plus.
In order to make improvements, agencies must first go through organizational transformation. Only through evolutionary change of leadership behavior will they begin to see positive results from their efforts.
A free workshop for executives detailing the critical role of change management in a Lean Six Sigma deployment is scheduled for May 16 at the third annual Energy Forum for Process Excellence.
These 10 "just do it" items can help your organization speed up the rate of project completion and improve performance quickly.
Change agents often need to improve immature processes. These can be processes that are undocumented, uncontrolled or highly variable. To improve them, practitioners must first uncover the roadblocks keeping the process from reaching maturity.
In a conservation with iSixSigma, Gerald (Jerry) P. Belle, the executive chairman of Merial, and Dr. Silke Birlenbach, vice president of Operational Excellence for Merial, offer their insights on establishing a program of organizational excellence.
A successful Six Sigma implementation depends on a company's culture, and the commitment and conviction of its leadership. Identifying a few simple factors can help determine whether an organization is ready for a successful deployment.
Some thought leaders in corporate America believe the answers to process improvement needs are obvious. Six Sigma proponents say if the solution is truly known, then by all means implement it...Six Sigma is for when the solution is not already known.
In today’s business world, change is the only thing that is consistent. To successfully implement change within an organization, it is necessary to consider several factors: the reason for change, its effects and the environment where it is made.
Lean Six Sigma will facilitate the changes that it requires, while also preparing users for other change initiatives within an organization. As such, a Six Sigma deployment enables, rather than impedes, simultaneous change initiatives.
Instead of rewarding those ready to change and discouraging those who fight change, organizations establishing a culture of continuous process improvement should focus on moving the largest group, the neutrals, toward supporting the change.
A critical component of any successful Six Sigma project is overcoming resistance to change. The reason: Without user acceptance, any process improvement is doomed to fail. Therefore, proper anticipation and understanding the approaches to various resistance tactics is essential to success.
When top-down support is not available, mid-level executives who know the power of Six Sigma must take deployment into their own hands. Although it's a daunting task, with the right approach, training and leadership, middle-out adoption is possible.
Practitioners typically encounter four types of resistance to Six Sigma: technical, political, organizational and personal. To resolve these negative forces, they must understand its root cause and then adjust their deployment strategies accordingly.
Change, like anything, is a process. All processes must have components that anchor them in place. To make change stick, Black Belts should follow these six critical anchors.
Posts on the iSixSigma Discussion Forum reveal the common roadblocks for implementing Six Sigma in the sales department. However, the thread below also offers helpful tips for overcoming these obstacles.
Some business documents are nearly meaningless due to lack of context. Every quality document should be fully self-contained or reference applicable context elsewhere. Learn more about adding context to your content to achieve exponential gains.
One method to approach change is to actively engage process owners. This can be done through the creation of standards for how a process is to be completed, using owner input. Once in place, they can lead to improved quality and reduced costs.
Here are 10 keys to successful transformation which have been embraced by highly successful healthcare organizations.
One broadly implemented element of Six Sigma project management that is often underestimated is the project storyboard.
The American Academy of Family Physicians (AAFP) National Research Network and the American College of Physicians released a study in the Journal of the American Board of Family Physicians (JABFM) in September showing how including both physicians and non-physicians on process improvement teams can help better facilitate change management, according to an article by David Mitchell of AAFP News Now.
Initiatives to improve business processes must be approved, understood and implemented by people. To be successful, a change initiative must not only advocate value-added processes, but also value workers for the ability to carry out these processes.
A Six Sigma initiative – or any change process for that matter – is only successful in the long run if the stakeholders truly adopt and sustain the change. This requires planning and focus and should be an integral component of any deployment.
By Barbara McConnell Any change to a process is only successful in the long run if the stakeholders truly adopt and sustain the change. Process and technology improvements cannot be implemented without a change in the hearts, minds and behaviors…
By using simulations, exercises or games, practitioners can engage their learning environments and improve knowledge retention, skills and applications. The three games described here teach lessons about dealing with situations involving change.
The Hartford Financial Services Group today announced that James Eckerle, 51, has joined the company as executive vice president, strategic initiatives and enterprise technology. In this newly created role, Eckerle will report to the company’s chairman, president and chief executive officer, Liam E. McGee.
Six Sigma deployment teams should be like a jury – unbiased. By employing Black Belts and Champions from outside the area that is being improved, organizations will receive a more objective, and, therefore, more helpful guide to process improvement.
HR professionals with the right skills can contribute to a Six Sigma initiative at both strategic and tactical levels. This article describes the areas in which HR should play a role in Six Sigma and discusses how HR professionals can increase their chances of being included in Six Sigma decision-making and implementation.
The Six Sigma cycle of change is hard to begin, but once the wheel of change is in motion it is easy to sustain. In other words, Six Sigma becomes a self-fulfilling prophecy.
A recent study from the United Kingdom found that expenditures on change management activities can reap huge rewards for relatively little cost, with a return on investment (ROI) as high as 650 percent. According to the report from British consulting…
Actions within the five phases of DMAIC can help to overcome five common forms of resistance to Lean Six Sigma.
Everyone tends to resist change, but companies that delay in establishing a quality management system will find they increasingly become less competitive and less effective in markets where customers demand trouble-free products and services.
Three exceptional workshops opened up the third annual iSixSigma Energy Forum for Process Excellence, being held May 16-19 at the Westin Oaks Hotel in Houston. The workshops, attended May 16 by a host of leaders in the oil & gas…