The Six Sigma initiatives could run trouble in various ways. Thus, beware of the potential pitfalls.
Getting hooked on the numbers
Management could prove to be more of fascinating with the statistical measures which are with actual process. Management needs to realize that a better quality wouldn't come about by using any of those more sophisticated statistics.
Focusing on the cost
Do not use Six Sigma, is exclusively for attaining the cost reduction. Cost makes only one factor in equation, although it's very important. However, avoid the diseconomies and don't remain focussed on the cost factor which you overlooked the opportunities for adding customer value.
Ignoring culture of the change
The cultural element of Six Sigma is completely crucial. The employees should be convinced that they are in change of business. The people believing that the process improvement isn't their job then it could prove troublesome.
Ducking the root cause analysis
The Six Sigma could fail in case the team takes up sloppy approach to the analysis of root cause. Natural tendency is jumping from the identification of the problem to finding out solution to it, without addressing root cause. You might be successful at solving the symptom but chances are that you leave behind the disease completely unchecked.
Slip off the soft drinks - pay attention on the so-called "soft drinks" of the human interaction and communication. The great statistical measurements will not do a great deal in case the people lack on meeting the skills, unable to work together and unable to communicate with one another. Blaming completing the black belts - the designated, trained leaders of Six Sigma called as black belts could accelerate adoption of methods of the Six Sigma. However, there is a danger that complete responsibility of Six Sigma would be all dumped on the laps of black belts. Thus could prove to be a huge burden. Management needs to accept the ongoing involvement. The Six Sigma makes an excellent way for changing of organization presentations. As such, careful management is very much needed, as other change of initiative. To get maximum results from the participants, encouragement, participation, involvement and enthusiasm are very important,
The companies would tend on making mostly two classic mistakes while assembling of the dashboards. One of the two is collection of wrong data. Second classic mistake is collection of excess data. The data that is overloaded could be debilitating as the gathering of wrong kind of information. Image the data dashboard mile long. You certainly would wish to know exactly how quickly you would be going, yet need to take your eyes off the road and pore over dashboard for a couple of hours in order to look for right type of gauge - not quite a safe way for driving. One of the best approaches is measuring all those factors that matter actually to the customers. For being meaningful, the efficiency needs to lead, either directly or indirectly for greater satisfaction of the customers. Until and unless the process brings along desirable results from a customer's point.
Getting hooked on the numbers
Management could prove to be more of fascinating with the statistical measures which are with actual process. Management needs to realize that a better quality wouldn't come about by using any of those more sophisticated statistics.
Focusing on the cost
Do not use Six Sigma, is exclusively for attaining the cost reduction. Cost makes only one factor in equation, although it's very important. However, avoid the diseconomies and don't remain focussed on the cost factor which you overlooked the opportunities for adding customer value.
Ignoring culture of the change
The cultural element of Six Sigma is completely crucial. The employees should be convinced that they are in change of business. The people believing that the process improvement isn't their job then it could prove troublesome.
Ducking the root cause analysis
The Six Sigma could fail in case the team takes up sloppy approach to the analysis of root cause. Natural tendency is jumping from the identification of the problem to finding out solution to it, without addressing root cause. You might be successful at solving the symptom but chances are that you leave behind the disease completely unchecked.
Slip off the soft drinks - pay attention on the so-called "soft drinks" of the human interaction and communication. The great statistical measurements will not do a great deal in case the people lack on meeting the skills, unable to work together and unable to communicate with one another. Blaming completing the black belts - the designated, trained leaders of Six Sigma called as black belts could accelerate adoption of methods of the Six Sigma. However, there is a danger that complete responsibility of Six Sigma would be all dumped on the laps of black belts. Thus could prove to be a huge burden. Management needs to accept the ongoing involvement. The Six Sigma makes an excellent way for changing of organization presentations. As such, careful management is very much needed, as other change of initiative. To get maximum results from the participants, encouragement, participation, involvement and enthusiasm are very important,
The companies would tend on making mostly two classic mistakes while assembling of the dashboards. One of the two is collection of wrong data. Second classic mistake is collection of excess data. The data that is overloaded could be debilitating as the gathering of wrong kind of information. Image the data dashboard mile long. You certainly would wish to know exactly how quickly you would be going, yet need to take your eyes off the road and pore over dashboard for a couple of hours in order to look for right type of gauge - not quite a safe way for driving. One of the best approaches is measuring all those factors that matter actually to the customers. For being meaningful, the efficiency needs to lead, either directly or indirectly for greater satisfaction of the customers. Until and unless the process brings along desirable results from a customer's point.