Six Sigma methodology is not a self-sustaining management tool perhaps unlike other technologies. It can only deliver the results subject to multiple variables and inputs such as deployment intensity and culture. Nonetheless, the results take around 4-6 months to show, depending on the projects selected and adherence to the tenets of the methodology.
The Six Sigma audit process does not depart too much from the assessment process of the deployment, in order that implementation status is checked for its effectiveness. The audit procedure dwells on questionnaires and checklists which help auditors evaluate the status of respective processes on ?as is? condition which is later compared with ?should be? condition. The ?should be? condition is the reference standard clearly defined at the beginning of the deployment in the goal setting stage.
The audit process in Six Sigma is pretty much comparable with a ISO 9000 audit. Many Six Sigma companies have successfully developed Six Sigma audit procedures based on the ISO 9000 principles but goes a bit further in the sense that Six Sigma takes into consideration the Voice of Customer (VOC). However, while auditing customers it is the internal customers that are interviewed. Using of audit procedures developed by Malcolm Baldrige Quality Awards is not new and unique in Six Sigma audit.
Use of Checklists and Charts for Six Sigma Audit
Using charts, made in the form of checklists, in audit ensures that nothing is left to chance. A checklist, which is exhaustive, is prepared during the launch of the project. There will be multiple checklists for each process and activity which can be used methodically to assess the processes involved in the project. For example, to check the leadership level and knowledge levels of Black Belts you can use the appropriate list.
The process audit checklists, like the rest, are prepared based on the Standard Operating Procedure defined in the beginning. Each question critically examines as to whether a step is being followed and if yes, how well. The activities and sub activities, since they are measurable, can be rated on the fact sheet on a predetermined scale. The answers to these questionnaires are summarized on the sheet itself.
For example, take the case of a dispatch system. If the process variation had occurred, the deviation is recorded in the operator's log which gets exposed during the audit. The variations are plotted against the standard deviation for exact picture.
The deviations from the mean represent process variation and with the help of these data, root causes of process variations are interpreted.
The Scope of the Six Sigma Audit
All in all, the scope of the audit is only limited by the preset goals and the customer reactions to the changes. The measurable aspects, including the customer satisfaction level are recognized independently and critically examined, which throws light on the current status of that process. The correlation that exists between all processes put together gives the final picture of where the project is heading with respect to ROI and customer satisfaction.
Assessing Six Sigma is not end-of-the-process post implementation, although an analysis of a failed Six Sigma project points out the lack of commitment by upper management and lack of attention to the cultural and business investment required for accomplishing and sustaining new tiers of performance. It is in this context that assessment of Six Sigma becomes necessary, especially when new attempts by companies on improvement projects, reveal that the journey will be long and hard.
Assessing The Different Implementation Stages of Six Sigma
The key to the success of Six Sigma implementation lies in assessing the status quo at various stages. Assessments reveal the deviations the implementation efforts have taken from the intended line of progress. As the deployment of Six Sigma is signified by emphasis on accomplishing benchmarks in process optimization and control to render progressively higher degrees of quality, performance efficiency and timeliness, a system of assessment needs to be inbuilt which puts in place an appropriate set of checks and balances.
Six Sigma Assessment Procedures
There has not been a single assessment procedure either devised or used by any one company which applies to all processes and industries. Companies successful at their Six Sigma implementation have developed and adopted their own assessment procedures. Some of them have used their own internal audit teams with their own criteria to assess the progress of Six Sigma implementation. Even using the audit procedures developed by Malcolm Baldrige Quality Awards is not new and unique. Many Six Sigma companies have actually gone ahead with evolving a custom developed audit system based on ISO 9000.
The Assessment Categories in Six Sigma
The fundamental premise of assessment in Six Sigma is identifying and reading the gaps between ?as is? and ?should be? conditions of the process stages. The ?should be? list of conditions is what is established at the beginning of the deployment described in great length for each category. The categories for assessment are listed below:
1.Leadership 2.Communication and Implementation in Everyday Activities 3.Project Effectiveness and Efficiency 4.Organizational Transformation 5.Customer Impact
The requirements of these top level categories are the customized topics needed for achieving overall objectives. The method of assessment contains written tests and interviews starting with top level managers down to line employees, in addition to meetings and seminars.
The overall results are shown as applicable to the core business process. The results of leadership assessments that show possible areas for improvements are essentially helpful in chalking out a course correction plan. The results also show weaknesses that are to be assessed as the first step toward fine tuning the exercise for needed changes.
The need for assessment may be fulfilled whenever it is warranted. In the normal course, where the results take 4-6 months to show, the assessment can be scheduled as an annual exercise. Experience from successful implementation of Six Sigma has shown that major roadblocks in changing an organizational mind set lies in sustaining the gains made.
Tony Jacowski has sinced written about articles on various topics from University, Six Sigma and Information Technology. Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online and certification classes for lean six sigm. Tony Jacowski's top article generates over 90500 views. to your Favourites.