| When implementing innovative techniques, though, it is | | | | different function, independent of Six Sigma audits |
| important to remember that not all of them will work. | | | | within the DMAIC and DMADV methodologies. |
| In fact, some innovations may lead to failures or | | | | Some Six sigma implementations result in redundancy |
| redundancies within the system, both of which cost the | | | | due to a failure of company employees to embrace |
| corporation in terms of money. | | | | the system and the changes it promotes. |
| Six Sigma tools are no exception, although the system | | | | While the negative attitude factor is second to the |
| does allow for redundancy correction. | | | | incorrect use of Six Sigma techniques in the first place, |
| One Size Does Not Fit All | | | | it is still a matter which needs to be addressed. |
| First of all, it is important to note that just because a | | | | Many times, employees labor under the assumption |
| certain Six Sigma tool worked well in one company | | | | that Six Sigma results will inevitably lead to downsizing, |
| does not mean the success will transfer over to other | | | | and thus do not display interest in the project. |
| companies, necessarily. | | | | Departments also have a hard time accepting the |
| Remember that the idea of Six Sigma is to employee | | | | process due to the long time span it can take to |
| the methodologies in a process where there is an | | | | achieve desired results. |
| opportunity to reduce waste and defects. Without | | | | There are no special tools that have been developed |
| determining the effects that Six Sigma implementation | | | | at this time when it comes to finding the root cause of |
| may have on a business process, the chances of | | | | redundancies. |
| redundancies occurring go up. | | | | Theory of Invention Problem Solving (TRIZ) has been |
| This is why Six Sigma professionals make a point of | | | | employed by some Six Sigma professionals, but most |
| analyzing the techniques used, so they can determine | | | | continue to use the basic tools available for |
| the root cause of any redundancies. | | | | implementation. |
| Remember, though, that the implementation of the Six | | | | The procedures used to find faults during |
| Sigma process has probably occurred over a long | | | | implementation can be repeated in the search for |
| time span, in many cases four to six months, | | | | redundancy causes. |
| depending of course on the size of the project. | | | | In order to ensure the proper detection of any root |
| Determining Redundancy Causes | | | | cause, it is essential that an employee who is senior |
| In order to determine the root cause of a redundancy, | | | | and has been in the corporation for a long time handle |
| Six Sigma professionals must look at various areas, | | | | the project. |
| including choice of project, failure modes and effects | | | | The knowledge about existing processes and systems |
| analysis (FMEA), assessment of measurement | | | | possessed by this type of employee will be thorough, |
| system, analysis of variance through ANOVA, and | | | | thus making it easier for her to detect the root cause. |
| statistical process control. | | | | An employee in this position is likely to have a better |
| Six Sigma professionals will also look at documents | | | | relationship with other employees in the department, |
| created during the implementation stage to find the | | | | who may be reluctant to share negative views of Six |
| root cause of redundancies. | | | | Sigma with anyone else. |
| It is important to note that this process is a completely | | | | |