Six Sigma
Implementation
It is
reasonable to carry out the Six Sigma Implementation as a six-phase
process. Phases from one to four are establishing Six Sigma, and
phases from five to six are for realization of Six Sigma. Six Sigma
Implementation requires leadership from top management since it must
be embraced throughout the
organization.
Six Sigma
Implementation Model: Steps—Establishing Management
Commitment
·
Information
Gathering
·
Training
·
Developing Monitoring
Systems
·
Business Processes to be improved are
chosen
·
Conducting Six Sigma
Projects
First phase in
Six Sigma Implementation is to establish commitment of supreme
command. This means training the principles and tools to senior
management. This should be followed by a development of a management
infrastructure to support the Six Sigma Implementation. One tool to
monitor the change in management is to use QPR ScoreCard.
Second phase in
Six Sigma Implementation is information gathering. This translates
into intensive communication with customers, suppliers, and
employees. Information about the conditions of the processes which
should be improved, for example, supply chain is obtained from
customers and suppliers. Analysis of the information helps to
identify the obstacles standing in the way of success during Six
Sigma Implementation.
Training the
whole staff in the organization is the third phase on the way to Six
Sigma Implementation. The training needs are assessed, and the
training is conducted from top-to-bottom. Training levels can be,
for example, Black Belt and green belt. Black Belts are the all-day
problem solvers who also operate as team leaders in Six Sigma
projects. Green belts are the team members in Six Sigma
projects.
Fourth phase of
the Six Sigma Implementation process is to develop a monitoring
system. Because one main goal is continuous improvement, the
framework of the management has to support that end. After the
framework is in order, it is time to develop a monitoring system.
Adequate measures should be created for strategic goals and key
business processes. Measures can be internal and/or external, for
example, customer satisfaction. One framework element is, for
example, a balanced scorecard.
The realization
of the Six Sigma starts from phase five when business processes to
be improved are chosen. The current key process in general level is
mapped and problems identified, and valueless activities and
sub-processes are terminated. Then the processes that need
improvement are chosen and a Six Sigma project is defined. One
project concept is DMAIC where the problems of the process that need
improving are first defined and then the goals that should be
achieved during the project are determined. The existing system
needs to be measured. Establish valid and reliable measures and
carry out a research. Analyze the findings and define the gap
between “as-is” and “should-be”.
After analysis,
the system starts to create new ways of doing things. Improve the
processes and validate them by simulations and statistical methods.
Before Six Sigma Implementation the improvements, create a project
plan and communicate the changes through the organization.
Institutionalize the new improved system by modifying the management
system. This means modifying compensation and incentive systems,
Enterprise Resource Planning (ERP), budgets, etc. Establish a proper
documentation system, for example, ISO 9001:2000, and monitor the
system. Finally, transfer the information, which means that the
findings of the project are assessed for relevance to other
projects.
