| Without the acceptance of employees, Six Sigma | | | | implementation. |
| process improvement is bound to fail. Resistance to | | | | By making checklists about the various factors and |
| change has to be anticipated by the Six Sigma project | | | | providing helpful guidance or quick references, the |
| team. | | | | processes can be made much simpler to implement. |
| Resistance may be shown by employees by ignoring | | | | Feedback Mechanisms |
| the new process, disagreeing with the benefits, or | | | | The most common way of showing resistance is by |
| criticizing the new tools or software applications. | | | | way of criticizing the new applications or tools. Keep a |
| Communication is the Key | | | | feedback mechanism for tool enhancement and |
| Six Sigma team leaders must keep reminding | | | | continuous improvement. This helps give a sense of |
| employees of the vision of the organization. It helps to | | | | ownership to employees, and an improvement makes |
| maintain employee morale and belief in the change | | | | their contribution visible. |
| process. Frequent communication about the positive | | | | Though it may not be implemented in the end, the |
| results of any basic changes will help build up faith in | | | | participation of each employee is very relevant to their |
| change among employees. | | | | acceptance of the change. |
| When a company implements Six Sigma, some people | | | | Unless the benefits of the Six Sigma implementation |
| will show resistance by ignoring the new process. | | | | are clear, there will be resistance to change. If there is |
| Change agents can illustrate with examples the new | | | | concrete proof - by way of charts or sheets showing |
| processes being merged with the existing processes | | | | the success of the implementation - the acceptability |
| and giving better results. They can make the process | | | | of the process becomes simpler. You should have |
| impossible to ignore by linking it to annual reviews, | | | | examples of success stories in hand before rolling out |
| incentives and appraisals. | | | | the new process. |
| Six Sigma Training Sessions | | | | Never grant any exceptions to any process that |
| If employees are not trained properly and clearly on | | | | needs even a minimum change. This will lead to more |
| the new process, then they may resist, it considering it | | | | exceptions being expected or desired by others, which |
| to be very difficult to implement. This will happen if they | | | | will result in the ultimate resistance to change. Never |
| are accustomed and experienced with another | | | | allow putting off the Six Sigma implementation to a |
| process for a long time. Clear communication by way | | | | further date than planned. If the change is beneficial, |
| of newsletters and emails or discussions will make Six | | | | implement the project at the earliest opportunity. |
| Sigma implementation a lot easier | | | | Do not react to resistance with surprise; Six Sigma |
| One-on-one training is also a solution, as some people | | | | team leaders should expect it and plan accordingly. |
| absorb changes better in a situation in such a setting. | | | | Your efforts in resistance management will help you |
| Allow them to ask the simplest questions about the | | | | overcome the greatest hurdle in managing Six Sigma |
| change, so that they return satisfied about the need | | | | implementation resistance from employees and |
| for the change and the relevance of the Six Sigma | | | | managers. |