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Biggest concerns

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  • #35875

    TBC III
    Member

    I am relatively new to the Six Sigma world. What are some of the biggest concern almost every 6S programs faces in the first few months of rolling out the initiative.
    If this is too vague I apologize. I’m just very curious and ignorant to the 6S world. 
     

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    #101807

    Klerx
    Participant

    Welcome :
    I’m also brand new in the six sigma methodology , i’m doing a work of scrap reduction for a specific project . According with the DMAIC the more critical are Define & Measure , i have seen some projects without results  because the measure system is not controled and at the time of the experiments the things do not work.  So do Gage R&R’s to validate and then when you are sure that your pmeasure process is control , go ahead
    René
     

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    #101851

    Bob J
    Participant

    TBC,
    The biggest concern is culture….  Getting people to embrace improvement efforts that will really move the business forward and not just be busy doing “stuff”.  At it’s core it’s about how to best facilitate change management and business alignment in the right areas of the company…. 
    Hope this helps…
    Bob J 

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    #102805

    Junell
    Participant

    Another concern in a deployment is leadership buy-in.  I urge you to ensure ALL of the “O’s” are engaged and their Managers & Directors are incented to participate, provide resources, commit to improvement, empower teams to find solutions, facilitate team member participation and fund training and improvement recommendations.
    This, in my opinion, is the surest way to failure in any change initiative, but especially Six Sigma.
    Good luck!

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    #102859

    Nikki
    Participant

    Junell,
    I agree with you 110%.  In an organization where there is no “top-down” buy-in into the methodology as well as no levels of accountability, through the tie-in of Six Sigma goals into performance evaulations, etc., Six Sigma deployment becomes challenging.  Six Sigma must be viewed as a “life-style” change for the organization, otherwise it is not taken seriously.
    Therefore, it becomes imperative for all Belts to speak the same langauage, operating as change agents within their organization.  This can only be accomplished with a well thought out and thoroughly communicated deployment strategy that ties into the overall strategic goals of the organization.
     
     

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