Six Sigma Yellow Belt Tools and Concepts of Six Sigma


By Jacquelyn Donner

Most of the tools and concepts of sixsigma have existed for years. Then why have so few organizations achieved quality levels above 4 sigma? One reason is that the quality improvement efforts of many companies have not been linked to senior management. Unless the senior management of an organization really views quality and customer satisfaction as critical to the success of the business, efforts to improve quality will meet with limited success in comparison to the possibilities.

Senior management (Presidents, VPs, and General Managers) need to link sixsigma to the strategy of the business and build, first in their own minds, and then in the minds of their people, an overwhelming case for change that drives urgent action on quality.
Once such an urgency is established, senior management needs to invest the right resources to improve quality. Improving quality to 6 Sigma levels is not "business as usual;" if it were, it would have been done already. Instead, the journey to 6 Sigma requires that the best people in the organization -- the best leaders, organizers, problem solvers, communicators, coaches, and teachers -- are given the mandate to improve quality and customer satisfaction.

To guide and catalyze the efforts of large organizations, stretch improvement goals are required. These goals should force people to re-think how the work is done and not just to "tweak" the existing process. Finally, senior management must be actively involved, lead the effort and ask the questions that generate new thinking about quality.

Experience at a number of companies reveals some best practices or standards against which we should benchmark our own approach to lean deployment. Our deployment may differ from standard practice. In some cases we may find that we should adjust our approaches to align our deployment plan with standard practice. In other cases, we may need to deploy lean differently in a given area to reflect important differences in the organization, its industry, and its state of capability.

In other words, while there is no one method for deploying Six Sigma, there are some good practices we should understand and use wherever it make sense (keeping in mind that often we "won't know what we don't know" about deployment and, therefore, need to understand well the lessons learned at other companies). The material outlined in this section is meant to spark thinking -- each Group needs to produce a detailed deployment manual of its own.



 
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Jacquelyn Donner, Master Six Sigma Black Belt from http://www.ContentHere.com


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