Convincing Senior Management to Move to Process Mgmt

Dear Rupa
It is true that the suggestion given by Mr.Helper will be an incentive for many executives. For the senior Management, you need some more methods of convincing them. I am sure in any Organization, there will be at least few people who are inclined to this Six Sigma methodology. Try to catch hold of them ( who are favorably disposed to top management) and brief them exclusively in a separate session. In a mob many will go with majority openion or go with the person who has a lousder voice irrespective of the merit of subject.
Further for senior level some economic indicies will help to appreciate better abou the benefit of Sixsgma. I can send some material wich I had prepared,  if I know your  mail ID . It is too lenghty to send through this format.
K.Bhadrayya

I am also interested in seeing what you have for senior management.
What you need to be careful about when mandating Green Belts is that you have to ensure that you have sufficient goals on the other end of the spectrum.  Since you are having problems getting your Executives to buy in to the program, that may not be the road that will work, anyway.
My suggestion is to create a profile for your ideal Green Belt and ensure you get the right people on the bus.  First off, what are you looking for from the organization?  What are your goals?
When you approach Senior Management, be sure to have HR support the position that a big piece of becoming a Green Belt is employee development. 
Finally, the biggest piece is to ensure that you have some data that supports ROI and real-life wins.  To support something like this, those managers need to understand the value that a Green Belt can bring to their team.  That has worked well for us.
Just be sure to have a centralized project database to capture what everyone is working on because if everyone jumps on board, you will end up with resource issues, conflicting projects, and the projects will not be bringing any value to your company’s goals, nor will they be related.  This is an important piece to keep tabs on.

Hi Mr Bhadrayya,
I am also in the process of convincing my peers and my managers to kick off few six sigma projects. I was with Wipro and is a certified black belt. Recently I have joined Accenture.
Can you send me the ppt as well, if possible.
Regards,
Mallesh.

mr.Mallesh.
Please send me your mail ID so that I can attach the file and it is too lengthy to put it here.
k.Bhadrayya 

Another request for your proposal. Please send to [email protected]
 
Thank you. 

Dear Mr. K. Bhaddraya;
I tried your yahoo address but was unsuccessful.
Our management is seriously considering six sigma to be one of the tools to move the organization to the next level. I think your material would be helpful to start off with.
Could you be so kind to forward me.  Thanks again in advance.

I speak from a real past experience.  My previous employer embarked on a plan to formally implement a Six Sigma program.  However, the CIO who started it, left the company, and the next CIO was against it.  But my immediate supervisor believed in me, especially since my certification project was so successful.  He told me if I could continue to find projects to where I could charge my time to, he would approve me continuing to work on SS projects.
So my advice is this.  Put together a very good, convincing powerpoint presentation (7 pages tops), and start to market SS skillset to any VP that will listen.  Since SS was not a formal program where I worked, I had to be convincing.  I met with and presented to 8 company VPs, every one of them “hired” me as an internal consultant, to help their teams be more efficient. 
I would still be doing that, however, I am now working on the world’s largest ERP program for the USAF.