Six Sigma Leadership Orientation and Support

Challenge 

If Six Sigma is so powerful, why haven’t more organization’s adopted this strategy?  What do leaders need to know and do to make Six Sigma produce for them the same phenomenal results enjoyed by so many leading organizations?  

Six Sigma remains a mystery for those organizations that have not taken the time to understand its comprehensive framework.  Myths abound which are simply not true such as: it’s only for manufacturing; it’s all about statistics; or it’s too resource intensive.  Perhaps the biggest barrier, and Six Sigma’s biggest strength, is that it is about changing the DNA of an organization.  This is why GE became so passionate about Six Sigma.  They recognized that survival requires change and they needed a powerful change strategy that would also return 4 or 5 times its investment to the bottom line.  That’s Six Sigma. 

Solution 

All successful Six Sigma implementation begins with some form of leadership orientation.  Like any change strategy, Six Sigma must be continuously driven from the top for it to take root.  It is the leaders who decide where to focus, how to allocate resources, and who will drive implementation within the company.  

Our consultants have worked with dozens of forward thinking organizations who are implementing Six Sigma. They can demystify Six Sigma, translating it into laymen’s language.  They know what works and what doesn’t and can help tailor an approach that will fit your organization.  They are also available to coach the leadership team throughout the deployment journey.    

Approach 

Our first, and most important step is to get your senior leadership on board.  This can be done in the form of one-on-one coaching, small group briefings, or full day workshops for the management team. These sessions are geared at explaining Six Sigma in business terms, including the benefits that will be derived.  By explaining how other companies are using Six Sigma, the results they have achieved, and how these concepts differ from other improvement initiatives, your leaders can evaluate how these concepts can help to achieve similar results within your organization.  

With this foundation, we answer the “how?” question.  Our consultants will describe a typical organizational structure used to support Six Sigma implementation and define the types of questions senior management must ask to ensure effective results.  This structure can vary from a formal approach used by many of the larger organizations to a simple “test drive” approach (PEP Six Sigma) led by our Master Black Belts.  

Finally, the leaders are charged with the actions that they must take if they are serious about implementing Six Sigma.  Our consultants will support the leadership team throughout the implementation to ensure the change process will be successful.   

See Related Case Study 1

See Related Case Study 2

Results 

At the end of the orientation session(s), your senior leadership team will know enough about Six Sigma to decide if this strategy is appropriate for the organization at this time and how it could quickly produce breakthrough results.  They will also have the tools needed for successful mobilization and deployment of the Six Sigma initiative.  In broader terms they will learn:   

p      How Six Sigma differs from and complements other improvement initiatives

p      How to integrate Six Sigma with other business strategies

p      How to select improvement projects to maximize business results

p      How to mobilize the troops to deploy Six Sigma

p      The Six Sigma improvement model and the key tools used

p      The key success factors and actions they must take to make Six Sigma improvement work in your organization