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Six Sigma Strategies, part 4

published on October 31, 2011

If you are just joining, you can catch up with the earlier parts of this post: part 3, part 2, and part 1.

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.

published on October 31, 2011

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