| It is now a proven fact that people are resistant to | | | | meetings with the employees for removing those |
| change and this fact is also applicable to the | | | | misconceptions. |
| employees of an organization. The employees are | | | | Providing Continuous Support And Guidance |
| often uncooperative when Six Sigma is introduced for | | | | Convincing employees about the importance of |
| the first time in an organization as they think that it is | | | | six-sigma is just a part of the overall strategy and |
| an unnecessary indulgence on part of the organization. | | | | does not in any way guarantee the successful |
| Some employees are also of the opinion that they | | | | adoption of six-sigma in an organization. The success |
| might lose their jobs or will be shifted to other jobs due | | | | also depends on the type of support and guidance |
| to the implementations. These misplaced opinions and | | | | provided by the top management to six-sigma teams |
| attitudes can prove detrimental to the success of | | | | at every stage of the implementation process. Very |
| six-sigma projects, making it necessary to take the | | | | often, the objectives and goals of two different teams |
| employees into confidence before starting the | | | | may clash with each other, creating confusions as to |
| implementation process. | | | | what is the right way of carrying out the |
| How To Resolve Attitudinal Or Cultural Issues | | | | implementations. |
| The first step towards the successful six-sigma | | | | This can ultimately lead to interpersonal differences |
| adoption in an organization should be geared towards | | | | within members of the same team or within members |
| understanding the current work culture and the general | | | | of two different teams. To avoid such situations, top |
| attitude of employees. The basic aim is to understand | | | | management should make sure that the work is |
| what exactly the employees think about the proposed | | | | properly delegated and there are no overlapping tasks |
| implementation project and how they think it will affect | | | | or responsibilities. Top management should also stress |
| their existing work conditions. In small organizations | | | | providing continuous support and guidance to individual |
| having less than hundred employees, it is easy to | | | | teams so that any emerging inter-personal problems |
| gauge the general mood of the employees by | | | | can be effectively nipped in the bud, before they |
| conducting personal interview sessions. | | | | transform into problems of monolithic proportions. |
| In comparison, large organizations cannot even think | | | | Although cultural issues may seem difficult to resolve, |
| about interviewing all their employees, as it would result | | | | they are not insurmountable and if proper methods are |
| in enormous wastage of productive time. Large | | | | employed, they can be resolved with ease. Resolving |
| organizations can opt for sample surveys or issue | | | | cultural issues is not only necessary but is also |
| questionnaires to gauge the existing attitude of the | | | | unavoidable as it plays an important role in determining |
| employees. Based on the collected data, departmental | | | | the success of Six Sigma implementation projects and |
| managers can then point out the most common | | | | eventually the success of the organization. |
| misconceptions of their employees and conduct direct | | | | |