Of the people, by the people is best approach to Six Sigma

"People are our most important asset." That's a popular phrase used by "enlightened" managers that drives me a little nuts. People ARE the organization - at least any organization I've been connected with. Do some managers think the organization is the machines, the tools, the money, the boardroom, or what? If organizations aren't people serving other people, I'm a little unclear what they are.

It is people who create, drive, sustain, and improve an organization. And people do the same for Six Sigma. It is people who must come with the ideas and do the work that makes Six Sigma successful. "People," by the way, is not limited to top managers and belted folks. It includes everyone--all the employees as well as all the other stakeholders who touch the organization.

It is not predictable that everyone will deeply embrace Six Sigma. Nonetheless, focusing on everyone at the beginning rather than thinking that a few people alone can make it happen alone is a wiser approach. People have an amazing capacity to avoid doing things that make no sense to them. We have waited and can wait out an amazing number of "flavors of the month." On the other hand, if people get excited about an idea and are given the opportunity to contribute, miracles can happen.

What makes the difference? I believe fear is a big part of the answer. Fear of change, fear of being changed, and fear of the unknown are three phrases that come easily to mind. W. Edwards Deming often admonished managers to drive out fear. To Deming, that was one of management's most important and difficult roles. Brain research has also shown that fear physically drops mental functions to the lower reptilian level. At that level, humans revert to "fight or flight" instincts, and it is difficult, if not impossible, to be creative. They become inclined toward inaction, and productive change is difficult to achieve.

What can be done to reduce fear? Fear is such a pervasive emotion in all of us that there is no single answer to this question, but a few simple ideas come to mind. First, let people know what's going on as early and completely as possible. Fear of the unknown is generally much more debilitating than fear of the known. Share those elements of your Six Sigma approach that are etched in stone and those that are still being formulated. A classic management approach is to develop all the elements in as much detail as possible, then "roll it out" or "sell it" to the rest of the organization. Instead, an early, honest announcement that clearly states what is known and will not change, what is under development and how it will be developed, and what is unknown will contribute to a reduction of fear and a higher likelihood of acceptance. Make the announcement a dialogue. Invite folks to ask questions and make suggestions. For most organizations, putting the stakeholders into small groups for the dialogue process is the best way to encourage open communication.

Since most Six Sigma efforts revolve around reducing costs, people will fear for their jobs. Dealing with the issue of job security in some form is important. One of the most brilliant things we did at Ford in the late 1970s as we began the Employee Involvement/ Participative Management movement was to commit that no one would be laid off as a result of the movement. It forced us to plan for what to do with those whose jobs would no longer be necessary as productivity increased. It is not easy work, but if you expect people to contribute their heads, their hands, and their hearts to Six Sigma, they better not be afraid of losing their jobs.

Third, involve folks in at least those elements of the organization's Six Sigma efforts that will most affect them. The research is clear here. Better solutions and stronger commitments come from broad involvement. Of course, the time from conception to implementation takes longer, but my experience is that the sacrifice in time is miniscule compared to the quality of implementation.

Finally, get in touch with the desires and aspirations of the people. The dean of the M.B.A. program at Wright State University once told me that one of a manager's most important jobs is to make the goals of the organization and the goals of the employees congruent. That is powerful medicine for both the organization and the employee.

Six Sigma - make it "of the people, by the people, and for the people."

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.