Six Sigma Strategies, part 4
We have covered the basics for creating a Six Sigma infrastructure and if you have already run a project, most of the suggestions go hand and with running a project effectively. Now that we have reached the end, let’s recap the Six Sigma strategies we have learned.
To create a fully functioning Six Sigma infrastructure, I would like to see:
- A consensus for Key Business Objectives
- The creation of core, key and sub processes.
- Organized support for Six Sigma projects.
- A decision on the role of change agents and who they will report to.
- A firm decision on the usage of cross functional teams.
- Transition timeline definitions.
- A decision for a centralized or decentralized approach to Six Sigma.
- Valid measurement dashboards.
- A strategy to incorporate Six Sigma into the performance award system.
- The creation of expected Six Sigma ROI.
- A commitment to assign a firm amount of financial, intellectual and infrastructural resources to Six Sigma projects.
- A commitment to continuously evaluate Six Sigma projects and make adjustments as necessary.
So there you have it, a generic Six Sigma infrastructure. Now it goes without saying, but I’m going to mention it anyways-you need to tailor the infrastructure to your organization. These foundations are a great way to start, but it is worth bringing in a Six Sigma professional who understands your company to help you build your infrastructure. I know that some people will read this and think ‘ that’s so easy, I can put that in place’, but no project is the same and I always look to Murphy’s Law when engaging a Six Sigma project.It’s that old measure twice, cut once adage.