| While the specifics of the benefits will vary from one | | | | levels. |
| organization to the next, the main result is always in | | | | Creating a Successful Project |
| accordance with the objectives set by upper | | | | The most successful Six Sigma projects are those |
| management. | | | | which start from the ground and work up, or those |
| It is important that Six Sigma objectives align with | | | | which cover all the aspects of a business process. In |
| upper management's. The goal of the system is to | | | | order to cover all of this ground, Black Belts often find |
| create a constantly improving process design, one that | | | | they must make big changes to the processes which |
| allows the organization to continuously grow. | | | | are already in place. |
| Obviously, the goals of all members in the business | | | | This, of course, can only be achieved once upper |
| should be identical. | | | | management has given the project its blessing. Once in |
| Upper Management - Get Involved | | | | a while upper management is reluctant to grant this |
| While their support is vital to success with Six Sigma, it | | | | permission, as it may mean bearing sole blame should |
| is true that higher levels of management are quite | | | | anything go wrong. |
| busy with day to day business and may not have time | | | | It is important to note, however, that because of the |
| to devote to the implementation process. | | | | continual support, guidance, and encouragement |
| Many times senior management also thinks of Six | | | | offered from Six Sigma team members, the risk of |
| Sigma as taking place at the work processes level, | | | | failure is minimal. In fact, research has shown that |
| and these of course are the forte of operational | | | | support from upper management means Six Sigma |
| managers. While the processes are applied at the | | | | implementation efforts are much more likely to meet |
| work floor level, higher level management is certainly | | | | with success, due to increased resources. And of |
| not exempt from the process. | | | | course, that is great for business. |
| The full ramifications of a Six Sigma project will not be | | | | What kind of support is necessary from upper |
| limited to one floor or sector only, but will rather be | | | | management? First and foremost, there is monetary |
| seen throughout the organization. | | | | support. This needs to be extended by upper |
| Often, there will be a need for fundamental changes | | | | management through the whole implementation phase. |
| throughout the entire organizational structure, | | | | Next, they may need to provide support in the form of |
| something that upper management needs to be | | | | management to the Six Sigma teams. Without this |
| aware of and act on. | | | | support, the projects could well go beyond the |
| Without the full support and active participation of high | | | | projected deadline. |
| level executives in these processes, those designs | | | | With full support throughout the process, Six Sigma |
| would be impossible. | | | | teams can bring about incredible changes within a |
| In order to gain the gain support on a project, and to | | | | company, changes which will benefit the organization in |
| convince them of the need for involvement, quality | | | | both the short and long terms. |
| departments may choose to make a cost of poor | | | | While there is no need for upper management to |
| quality presentation to those in the higher echelons. | | | | micro-manage the whole process, their support is vital |
| COPQ clearly illustrates the disastrous effects poor | | | | to every step. |
| quality can have on the bottom line of a business at all | | | | |