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.
Follow these tips to incorporate motivation at all phases of an improvement project in order to ensure passionate teams and management buy-in, along with better business results.
Barbara Wheat, executive director of Six Sigma for Tenneco-Automotive, offers her views on Six Sigma and employees. She discusses a variety of ideas on communications, but her best advice about what to tell employees is: The truth.
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.
Consensus building is needed to help the team determine the relative importance of topics, issues or problems. Consensus is a technique that allows everyone on the team to equally play an active role in determining the group's final decision.
Why is change so difficult? The answer lies in how people are innately hardwired and how that hardwiring affects how they accept and buy-in to change. By recognizing these differences, it is possible to make change a more comfortable experience.
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.
A lack of buy-in is most common in organizations that are new to Six Sigma. How can practitioners sell Six Sigma? It is simple by setting up a demonstration case of successful use. This approach emphasizes the seeing is believing mode of selling.
High job satisfaction produces employees who work harder, smarter and have better relations with customers. Healthcare clients are pleased with exceptional care and positive interactions with employees. And that can mean a better bottom line.
To complete organizational improvement, leadership must tie their efforts to a strategic initiative. By adopting an approach that narrows the focus first to critical areas of the organization, they can use Lean Six Sigma to drive quick results.
To make lasting impact, practitioners must develop widespread understanding and support. Two tools straight talk and exit strategy used in the Define stage can help Belts get their projects off the ground and ensure they stay within scope.
A panel of healthcare executives recently shared their views that leaders must take an active and visible role in their organizations quality initiatives. They also agreed on the need for organizations to develop the right management systems.
Starting a Lean or Six Sigma initiative at your organization is no easy task. The task is easier, however, when you build a comprehensive deployment plan. In this video, you will learn everything you need to know about a successful Lean or Six Sigma deployment plan.
While some resistance to change is inevitable, there are ways for Lean Six Sigma project teams to accelerate change through best practices using tactical tools to gain acceptance, change old habits and increase the company's bottom line.
Gaining support to implement and sustain a continuous improvement program is an oft-voiced concern of Lean Six Sigma practitioners. Learn three keys for successfully gaining buy-in.
Is leadership from the bottom-up better than top-down? How can employees convince and excite their leaders about the opportunities waiting for them with a Lean Six Sigma deployment?
A transactional process improvement case study offers guidance for engaging stakeholders in each stage of a project.
Managers play a key role in building a successful Lean Six Sigma organization. They must create and foster an environment that sets the stage for employee success. Six essential factors can guide managers towards a thriving Lean Six Sigma program.
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.
Deployment leaders must not only manage Green Belts, Black Belts and projects, they have to manage the executives while allowing the executives to think that they are the ones doing the managing.
If you think Six Sigma won't work for your company, you are either ignorant or refuse to change. Every business process can be measured, improved and controlled using the Six Sigma methodology.
Resistance to Six Sigma implementation is quite common in spite of the inordinate amount of time and effort we spend trying to convince managers otherwise. To combat the onslaught of business complaints are a list of realities that should help you in your day-to-day activities.
Though debate over specific solutions may continue, there seems to be widespread consensus for changes in healthcare in the United States to address inconsistencies in quality and efficiency. So what is keeping these changes from happening?
For many Six Sigma practitioners in transactional environments, simply handing off the project does not guarantee that the gains will be realized. A number of techniques can help overcome obstacles and bring a Six Sigma project to realization.
Not every improvement project needs a formalized approach to identify, analyze and plan communications with stakeholders, but mobilizing key individuals is a success factor. Stakeholder management can increase the chances of a projects success.
A good way to insure success for a Six Sigma project is to get the process owner to buy-in early and stay involved throughout the project. That means letting the process owner be a part of decision-making at the start and tollgate reviews at the end.
It has been nearly 20 years since Motorola executive Bill Smith coined the phrase "Six Sigma." This makes one ponder why it has been so successful. Here are some personal reflections on Six Sigma's success and longevity from a veteran practitioner.
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.
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.
Many Six Sigma efforts are doing well enough, limping along with casual management support, frustration from underused Belts, and less than earth-shattering savings. The following actions can help turn so-so programs like these into something great.
But no matter how experienced or how much Six Sigma expertise a project leader or manager has, valuable lessons can be learned by listening to employees tell what they expected of Six Sigma, what actually occurred, and why things did or did not work.
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.
Trailblazing is a participative, team-based problem-solving process. It targets a key business initiative customer experience and focuses employee problem-solving teams on it, allowing associates to make more decisions in favor of the customer.
Not every organization is so lucky as to have senior management fully on board from the start of a Six Sigma program. There are, however, a couple of proven ways to turn on management support for a continuous improvement program organization-wide.
Actions within the five phases of DMAIC can help to overcome five common forms of resistance to Lean Six Sigma.
The untapped value of the voice of the business, customer, process and employee have an impact on project selection. Staying in tune with their collective voice can help companies create a more profitable future.
Why don't leaders of companies recognize the power of a Six Sigma quality program and the benefits to the company? You may be explaining it the wrong way. Read about these traps and how to avoid them during your next explanation.
We've all been there before frustrated with projects, business culture and a lack of support for Six Sigma. Here are suggestions for overcoming Black Belt frustrations.
A more general knowledge across an organization may pay bigger dividends than deeper knowledge in fewer Six Sigma experts. Yellow Belt training mitigates potential impediments to improvement and change by creating a sense of corporate inclusion.