In order to apply the Six Sigma Methodology and Management System it is crucial to define:
- The Customer – who is the customer, what do they need and what are their expectations? This will involve looking at quality control issues and core business processes
- The project boundaries – Where does the process begin and end?
- The process to be improved
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Posted by Aaron Charlie in Six Sigma Training on June 26th, 2008 | 1 Comment »
In order to apply the Six Sigma Methodology and Management System it is necessary to measure the performance of Core Business Processes.
- Develop a plan for the collection of data for the process
- Collect data to identify types of defects and metrics
- Compare evidence to customer survey results
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | 1 Comment »
The next step in the DMAIC model is to analyse the data and process map to determine causes of defects and opportunities for improvement.
- Current performance and goal performance are compared to identify gaps
- Opportunities for improvement are prioritised
- Sources of variation are identified
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | 1 Comment »
Using the data and information from the implementation of the above it is now possible to improve the process by designing creative solutions to fix and prevent problems. This is achieved by:
- Using discipline and technology to develop innovative solutions
- Develop and implement plan
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | 1 Comment »
Control and sustain improvements over time
- Prevent the instinct to return to the old ways of doing things
- Develop, document and implement an ongoing monitoring plan
- Integrate the improvements throughout the organisations through the use of training, staffing and incentives
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | 1 Comment »
Overcoming problems is one aspect of our comprehensive Six Sigma Black Belt Training Course.
In theory with training and planning Six Sigma should be easy to implement in an organisation realising huge financial benefits. In practise, however, it is a human process and there may be obstacles to overcome by the Six Sigma Black Belt. Even when the process has been smooth, the realisation can be another story, as can sustainability.
Some of the problems a Black Belt may face:
- The wrong process owners. – Choosing the right process owners is crucial. Once identified communication with the process owners must be maintained
- Champion resistance – When the recommendations of the team require significant change, this can cause resistance from many company executives. It is imperative to get full support from the Champion; it is his role to get the whole company on board. Resistance form your champion can severely effect the process.
- Resistance form areas and departments – Be alert to changes of workload. Some departments may be under great stress when the six sigma process demands more work than before. It may be necessary to look at resources.
- Confusion as to who the process owner is – As the process crosses departments there should be clear communication between the process owners of each stage. Make sure each process owner is entirely clear as to when and to whom the process should be handed over to.
- Lack of focus – Make sure the department is fully engaged in the project. If they do not feel that they are accountable for the success of the project, they may not consider it a priority.
- Resistance to change – This is a human characteristic, many people will naturally resist change, it is uncomfortable and requires considerable effort.
- Wrong use of Languge – Black Belts should be sure they can communicate accoss the board. Avoid too much jargon if it may confuse the message. Use language appropriate at each level.
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | No Comments »
Delegation is about letting employees make decisions and work on their own initiative. To be successful, employees must have the resources to complete a delegated task. This may mean providing training, tools and support.
Managers can delegate authority however they cannot delegate responsibility, this is important. Although an employee is responsible for meeting deadlines, goals and objectives, the Manager is still ultimately responsible for the success of the delegated task.
DELEGATION BENEFITS
- Employees may do a better job when they feel personally accountable, even though responsibility ultimately rests with the individual who made the delegation.
- Delegation can make an employee’s work more varied and therefore motivate the employee.
- Managers have more time to innovate and plan.
- When delegation involves training and mentoring, the organisation will benefit from a more highly skilled workforce.
- Employees will learn to be better decision makers given more responsibility.
DELEGATION DRAWBACKS
- Managers may lack the knowledge or motivation to delegate.
- Managers may choose the wrong tasks to delegate.
- Managers may not communicate the task effectively, providing inadequate direction.
- Some managers get stuck in the belief that “if you want a job done right, you have to do it yourself.”
- Managers may:
- Lack trust in their employees
- Fear being seen as lazy
- Be reluctant to take risks
- Fear competition
Any of the above may result in incomplete or incorrectly completed tasks.
The manager is ultimately responsible for delegation and must take responsibility for:
- Delegating the wrong task
- Delegating to the wrong person
- Not providing proper guidance.
The employee is ultimately responsible for:
- Doing the task incorrectly when given adequate resources, guidance or training.
See our Delegation Skills training course if you are looking to improve the way you delegate.
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Posted by Heather Buckley in Management Skills Training on January 16th, 2008 | No Comments »
4.9/5 stars 
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