| Managing Six Sigma calls for a multidirectional | | | | can be measured against its original value. Accuracy |
| approach as guided by industry specifics, projects on | | | | of measurements and verification sets the stage for |
| hand, expertise level and commitment of upper | | | | mid-way course correction, if needed. |
| management as well as the goals envisioned by | | | | Creating Communication Channels: The utmost |
| management. | | | | importance must be placed on establishing and utilizing |
| Managing effectiveness in Six Sigma can be defined | | | | communication channel for all purposes. This does not |
| as well directed efforts to successful deployment of | | | | stop at just communicating matters of project |
| the methodology to the project which is chosen to | | | | development but must include human resource plans |
| give you the best results. This helps to improve the | | | | that aid role players of Six Sigma. Regularity of |
| company's bottom line. | | | | communication in both written and verbal form is |
| Managing Six Sigma Effectiveness | | | | essential so that everyone involved is kept abreast in |
| Experience and research over the years have time | | | | order to help foster communication. But the main |
| and again proven that grooming leaders results in | | | | advantage that regular communication brings about is |
| maintaining the competitiveness that corporations need. | | | | clarity about the status and progress of the project. |
| Consequently, the end result of this is seen as | | | | While developing the communication channels, it should |
| improvement to profitability and sustainable and | | | | be disseminated so that it is understood by all involved. |
| predictable constant improvements. | | | | Establishing An Effective Project Tracking System: |
| Effective Leaders: Key contributions to the | | | | Tracking the project effectively is at the core of |
| effectiveness of Six Sigma deployment are by the | | | | managing Six Sigma effectiveness. The essence of |
| leaders of high caliber. The leaders like black belts, | | | | effectively managing projects lies in the hands of |
| master black belts and champions are central to the | | | | Champions and Black Belts. A watchdog committee of |
| success of the project. Black belts have to standup to | | | | Black Belts and Champions must ensure a few key |
| face the challenges during the implementation stages if | | | | aspects such as developing documented project |
| the implementation has to succeed. The resistance | | | | inventory for at least one year, assuring linkage of |
| that might crop up has to be dealt with using a | | | | customer needs and critical business needs with the |
| practical approach. | | | | project, along with establishing an optimized project |
| Selection Of The Right Tools: If black belts are central | | | | scope and size. Although documentation in itself does |
| to the successful implementation of Six Sigma, correct | | | | not ensure the success of Six Sigma, it must be taken |
| selection of tools is what helps to steer the project | | | | as the first step towards establishing a permanent |
| towards improvement. Statistically, each one of the | | | | culture for the company to follow. |
| tools must be able to measure and show in which | | | | Cost of quality and improvement should be the focus |
| way the project is progressing. The right tools set up | | | | in Six Sigma implementation. |
| checks and balances as each activity in the process | | | | |