When an organization deploys Six Sigma, a sustained effort of monitoring and maintenance is required. Everyone in the organization must be on board with the program in order for it to succeed. At the outset of implementation, company leadership normally is vigilant in keeping an eye on the various areas of the project to ensure their success. And any crack in the system can be corrected easily and quickly at that stage.
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 Champions or the Black Belts assign duties to others who are not qualified, that is a clear sign that Six Sigma is failing. That is the time for the Six Sigma leaders to step in and take notice. If they are timely in their efforts to bolster interest and enthusiasm for the project, then there is a good chance the project can be successful. - 16747
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 Champions or the Black Belts assign duties to others who are not qualified, that is a clear sign that Six Sigma is failing. That is the time for the Six Sigma leaders to step in and take notice. If they are timely in their efforts to bolster interest and enthusiasm for the project, then there is a good chance the project can be successful. - 16747
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