| You cannot have a project-specific vision when | | | | Perhaps a pointed checklist may be very handy in |
| beginning a Six Sigma initiative. It is essential that you | | | | critically questioning each strategic step of all involved |
| develop a perspective with a comprehensive and an | | | | phases. |
| all-encompassing viewpoint that reaches out of the | | | | Unless the draft strategy is scrutinized, you never |
| scope of the project on hand. | | | | know whether deployment can yield results or the |
| Begin the Project Selection with the Right Initiative | | | | whole exercise becomes a futile pipe dream. |
| Select the project for Six Sigma implementation after | | | | Brainstorming is another formidable tool that evolves a |
| weighing priorities. This does not mean that you should | | | | collective opinion on which foundation lies the legitimacy |
| dive at the most pressing problem first without looking | | | | for the journey ahead. At no point in time can the |
| at constraints. Here is a brief guideline for project | | | | project leaders and the Black Belts can afford to |
| selection as initiation of Six Sigma. | | | | forget the huge sums of money at stake. |
| 1. Not all projects incur or help save same amounts of | | | | Monitoring and Factoring In the Midway Course |
| money. This infers that apart from monetary | | | | Correction |
| considerations, you should look at weighted aspects | | | | There are unforeseen deviations that remain |
| such as simplifying draconian procedures, improvement | | | | undetected and flowing parallel. Scheduled midway |
| of employee satisfaction and the potential to produce | | | | auditing by the internal or external Six Sigma auditing |
| an outstanding and exemplary result that instigates | | | | team must throw light on any deviation. The auditing |
| further improvement projects. | | | | team could be drawn from the implementation team of |
| 2. Decision about Belts and their placement makes | | | | Black Belts with the Master Black Belt or the |
| way for some of the tough steps while initiating a Six | | | | Champion to head it. |
| Sigma project. Analyze the long term cost benefits of | | | | What you must keep in mind is that unchecked |
| recruiting Black Belts keeping in view the present day | | | | deviations could drive the deployment efforts in new |
| affordability. Grooming belts in-house is another proven | | | | undesirable directions uprooting the vision of |
| option. | | | | management. |
| 3. Subdividing the project deployment into 2 or 3 | | | | More Initiatives |
| phases like the strategic phase, tactical phase and | | | | Each organization must find its own way of coming |
| operational phase which systematically uses and | | | | out of a problem. Nothing depends entirely on the |
| follows statistical tools for analyses which help take | | | | deployment team. Here are a few suggestions in this |
| the imperatives beyond the line employee level. | | | | direction. |
| Scrutinize The Project Deployment Strategy In The | | | | 1. Establish the channels of communication for the |
| Backdrop of Top and Bottom Line Improvements | | | | Belts. |
| Before you get going with the implementation, it | | | | 2. Establish a core group to implement the findings of |
| becomes the imperative next step for the leadership | | | | the deployment team. |
| to contrast the projected outcome of the project | | | | 3. Keep training a constant activity. |
| against the goals of management. The goals can be | | | | 4. Implement the survey outcomes of internal |
| thought of as reflections of the Voice of Customers. | | | | customers. |