For Six Sigma deployment to be successful in an organization, a sustained effort is required by all. The entire organization must be a part of the routine set forth during Six Sigma implementation. And the leadership has to be vigilant in patrolling the ongoing success of the project. Usually in the early stages of the project, a close eye is paid to the project areas to ensure everything is going forward correctly. At that stage, any failure is corrected right away.
A major indicator of reduction of support for the project may manifest itself in the form of leaders who no longer show commitment. When highly trained Black Belts have a hard time recruiting people for new responsibilities, the problem, by then, is usually apparent. Six Sigma success requires qualified employees in various roles, and when those roles are given to staff who lack appropriate skills, then the leaders should accept that erosion of the project has begun and support for the Six Sigma projects is lacking.
It is important for project leaders to stay on top of their projects. When the preset goals for a project lose their impact by becoming modest, and the achievement falls below what is expected, the project can be determined to be on a quick road to failure. Project deadlines must be met or leaders will be faced with dealing with the problems down the road.
When the Six Sigma team starts to show signs of exclusivity and calls for a separate group, it takes away the enthusiasm of others in their activity. Additionally, if the teams do not coordinate their activities and undertake local level projects without due consideration to the related factors concerning other teams, then the project is bound to fail. When the project is carried out in the old ways of doing things, then it becomes a setback for the project. When projects are selected based on cost-cutting criteria, and are not checked with their relevance to the customer, the Six Sigma initiative is bound to go haywire. If the Black Belts involve themselves in quick wins that do not require their skills, such initiatives may not succeed.
When the responsibilities of the Champions or the Black Belts or the Master Black Belts are assigned to other people who may not fit the criteria for the project, then it means the Six Sigma project is failing. Such erosion of Six Sigma roles and responsibilities and the loss of the enthusiasm of the Six Sigma members in the Six Sigma activities is a major sign that the project is failing. If Six Sigma leaders take due notice of these failure signs and take timely measures, they would be able to save and revive interest in the project. They can take measures to bolster the interest in the project and ensure that the goal of the project is achieved. - 16755
A major indicator of reduction of support for the project may manifest itself in the form of leaders who no longer show commitment. When highly trained Black Belts have a hard time recruiting people for new responsibilities, the problem, by then, is usually apparent. Six Sigma success requires qualified employees in various roles, and when those roles are given to staff who lack appropriate skills, then the leaders should accept that erosion of the project has begun and support for the Six Sigma projects is lacking.
It is important for project leaders to stay on top of their projects. When the preset goals for a project lose their impact by becoming modest, and the achievement falls below what is expected, the project can be determined to be on a quick road to failure. Project deadlines must be met or leaders will be faced with dealing with the problems down the road.
When the Six Sigma team starts to show signs of exclusivity and calls for a separate group, it takes away the enthusiasm of others in their activity. Additionally, if the teams do not coordinate their activities and undertake local level projects without due consideration to the related factors concerning other teams, then the project is bound to fail. When the project is carried out in the old ways of doing things, then it becomes a setback for the project. When projects are selected based on cost-cutting criteria, and are not checked with their relevance to the customer, the Six Sigma initiative is bound to go haywire. If the Black Belts involve themselves in quick wins that do not require their skills, such initiatives may not succeed.
When the responsibilities of the Champions or the Black Belts or the Master Black Belts are assigned to other people who may not fit the criteria for the project, then it means the Six Sigma project is failing. Such erosion of Six Sigma roles and responsibilities and the loss of the enthusiasm of the Six Sigma members in the Six Sigma activities is a major sign that the project is failing. If Six Sigma leaders take due notice of these failure signs and take timely measures, they would be able to save and revive interest in the project. They can take measures to bolster the interest in the project and ensure that the goal of the project is achieved. - 16755
About the Author:
Craig Calvin is a noted resource on Six Sigma methodology today. If you are considering taking the Six Sigma training, then be sure to visit www.sixsigmaonline.org for a comprehensive overview of the options you have.
