| The basics of all these tools are changing the way | | | | to change and set the ball rolling with various activities - |
| business is carried out for the better. All these tools | | | | but the most important step is sustaining this level of |
| are very effective and can give good results if you | | | | activity. |
| are successful in implementing them perfectly. The | | | | It requires shared vision to have a large group of |
| change process is of high importance and can have | | | | people to work towards attaining the goal. This would |
| an effect on the final successful implementation. | | | | be possible if the communication of the target, the role |
| There are some areas that need to be handled | | | | and benefits to the person concerned is done |
| carefully to facilitate better change deployment | | | | effectively. |
| processes. | | | | Old Hurdles, New Track |
| Support Structure | | | | It is imperative to tackle the big hurdles in the early |
| The need of a solid foundation in the process of | | | | stages of the deployment, which will be morale |
| deploying Six Sigma has to be of high priority. You | | | | boosters and provide an impetus to overcome further |
| should analyze the areas that need improvement and | | | | constraints throughout the organization. |
| change. Both these activities are of equal importance. | | | | Success Breeds Success |
| For example, even if the Black Belts are highly trained | | | | When there is a process change undertaken without |
| and talented, but do not have the support of the | | | | any success, then there is a risk of loss of interest in |
| Champion or executives, then their efforts will end up | | | | the achievement of the goal. Even if there are short |
| in disaster. | | | | term wins, they help build up the confidence of the |
| The role of a Six Sigma training consultant in such | | | | people involved. |
| cases can be useful, as they would have the | | | | Even those not a part of the Six Sigma change team |
| knowledge and experience about the possible | | | | will participate if they find that the goals are realizable. |
| roadblocks and the capability to avoid them or handle | | | | Also, the shareholders who have a stake in the |
| them in the beginning. | | | | company will be able to realize gains and have |
| Speed | | | | confidence in the company. |
| All initiatives have various steps that lead to success in | | | | Leaders Required |
| achieving the change. However, each step takes its | | | | Change brings about transformation of culture and the |
| own time to produce the desired results. Failing to | | | | state of the company business. There has to be a |
| understand this may cause you to skip a few steps in | | | | leader amongst the many managers who are involved |
| between. | | | | in the change process. There is a possibility of |
| Allowing the plan to move at its pace and staying put | | | | stagnation of the decision making process because of |
| with the plan of action you can achieve permanent | | | | absence of leaders who can achieve breakthroughs in |
| results, rather than distributed success. | | | | the change deployment process. |
| Shared Vision | | | | The key to a successful Six Sigma change |
| Generally, the CEO or the executives will come up | | | | deployment process is exploring the issues that need |
| with the idea of Six Sigma implementation upon | | | | to be considered during a change process and finding |
| learning about its benefits. The executives will do a | | | | ways to tackle them and succeed in the deployment. |
| good job of spreading the awareness about the need | | | | |