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How to internally market Six Sigma? Any advice?

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  • #48700

    boettler
    Member

    Deploying Six Sigma means entering a period of significant change. Productivity and morale almost always suffers in times of great change. The requirements of change and adaptation and the very human fear of the unknown add to stresses of the work environment. In these times, communication and internally marketing the Six Sigma program as being beneficial becomes more important than ever.Any ideas on how I can do this – dashboards (what to put on them?), events, newsletters, display boards, etc?

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    #164965

    Tamlyn
    Member

    Rob,
    There was a previous post outlining an effective communication format that may prove to be helpful in your effort to ensure that the communications offered are well understood.
    As to what to communicate:
    A company-wide communication plan outlining the basic format of the Six Sigma Methodology, stressing that it is a ‘Top Down’ program driven by plant or company metrics identifying the prioritized problem areas.
    Once a company wide awareness has been initiated, it would be useful to offer a company wide training in basic DMAIC methodology.  This helps to get everyone thinking in a ‘data driven’ way.
    Concurrent to shop-floor level awareness and training in basic DMAIC I would assume that there are individuals who have already been trained as GBs or BBs.  Choose a high profile area in the plant to display a Storyboard of the projects which have already been initiated.  This Storyboard might also include an area to post the basic DMAIC steps as a reminder of the methodology used.  As more projects are initiated, more shop-floor personnel will have opportunity to participate on Teams and experience the process first hand.
    Offer training as GB to more company employees.  I would recommend that instead of targeting specific areas where a GB would be beneficial and asking that person if they are interested you also seriously evaluate how willing they are to use the additional training.  Persons who receive their training reluctantly often do not return much on the investment.
    Continue to communicate plant wide the success stories and implemented projects.  Additional Storyboards might be displayed throughout the plant to highlight departmental projects.
    Total contributions made by the program are often limited to staff who review the company metrics in staff meetings.  Consider scheduling regular Employee Communication Meetings to share those metrics plant wide.
    This is by no means exhaustive and I am sure that much might have been omitted.  Hopefully others will take the opportunity to post and further enlighten you.
    Good Luck

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    #164985

    boettler
    Member

    Tamlyn – thanks for the great answer! I really do appreciate it.

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    #165047

    Tamlyn
    Member

    My pleasure, Rob.  Have a great Holiday.

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