If you've been reading this column, you probably have concluded that I believe Six Sigma is a good thing. Actually, I believe that continuous improvement is a good thing and that Six Sigma is a pretty good approach to improvement. Furthermore, I believe it has been so popular because it ties its results so closely to the bottom line, profit.
If you buy that, you may want to know how to get started. This month's column will recommend a general approach, and subsequent columns will give more detail. To begin, here's my preferred (7-step) approach to getting started with Six Sigma.
Get to know Six Sigma.
Be clear in your own mind about what Six Sigma is and how you might apply it to your organization. The American Society for Quality is a great place to start your journey (www.asq.org). I would also be glad to respond to any specific questions in this column.
Get to know your boss.
Your boss and/or maybe your boss's boss are your customers. We frequently either forget that or think they are our only customers. Their permission (or forgiveness if you are more bold) is essential to going for Six Sigma successfully. Learn what your boss(es) cares about.
Understand how people fit in.
You (even if your boss is on board) cannot do this work alone. The commitment of your co-workers is critical to success. Figure out how to get that commitment. It's not as easy as it sounds.
Develop a preliminary strategic plan. Use what you've learned to create a “grand plan” about how Six Sigma will save your organization and make it beyond world class. Keep it in your pocket unless you're asked for it.
Pick a pilot project.
Use your boss's interests to generate a list of possible pilot projects. Select one that is easy, visible, and mostly under your control. Check with the boss.
Make the pilot project successful.
This step will likely make or break a successful Six Sigma strategy. Pour yourself and the resources you can access into a successful project that will have clear, quantitative results.
Celebrate and keep going.
Celebrate and widely share the success of the pilot project. Maybe a party is in order. Whatever you do, plan with your boss to integrate it with a public management commitment to Six Sigma.
That's an overview of my recommended approach to Six Sigma. As I said earlier, the next several columns will provide more detail on the seven elements. If you're interested in learning more about the general approach itself, let me refer you to the “Planned Change Principle” in the Total Quality Transformation: Foundations for Leaders available through PQ Systems. For more information visit TQT Training Materials.
As always, I'd welcome any comments, concerns, or questions at support@pqsystems.com.
David R. Schwinn
David R. Schwinn, an independent consultant in Jackson, MI with experience in automotive-related industries and community quality training. Future columns will respond to user questions, challenges, and comments. Address these to Schwinn via PQ Systems, at support@pqsystems.com.
