Performance may be measured as productivity, quality levels achieved, customer satisfaction, project completion and so on. These performance measures can be further categorized as tangible, intangible and team effectiveness measures. The final word though is the success of the project.
The team undergoes training on Six Sigma tools and techniques, so that they may become Six Sigma Certified. They implement the tools for the betterment of the processes and improvement of the organization as a whole. In evaluating team performance, some tangible measures such as productivity, quality, cycle times, services, grievances and dismissals can be considered.
Productivity is the ratio of output over input. Team productivity is achieving certain targets in certain period without wastage of time and material. Here, the team performance also has to evaluate the quality the processes have achieved by utilizing different metrics. These metrics may be based on the cycle times required by the products, the complaints or grievances of the customers and so on.
The standard target to be achieved is Six Sigma. Anything much lower than that will result in the team's failure to achieve any substantial output after the effort. The success of the team can also be measured from the results they achieve by bringing about a change in the processes. It depends upon how they convert whatever they learn into tangible results for the organization.
They have to ensure that the defects in the processes reduce as a result of the measures they have put in place.
Level of Customer Satisfaction
Other measures for evaluating performance are intangible in nature. Teams are typically formed by selecting employees from cross-functions processes. All of them are aware and informed about the various processes and also display leadership qualities. They have to work as change agents and have to bring about a change in the attitude of the employees to accept the changes in the processes.
The most relevant measure of a team performing a good job with the entire project is the level of customer satisfaction they achieve. The team's performance depends upon the reduction in the customer complaints and increase in compliments. If the customer is satisfied, it means the defects have been reduced - which means the Six Sigma team's performance is on the mark.
Last but not least are effectiveness measures. They can be considered for a team's evaluation the extent to which the projects undertaken have been completed. Some projects may be completed and approved while some may not be approved.
This also involves measuring the number of potential volunteers who have actually undergone Six Sigma training in the end. There has to be marked improvement in the quality of the processes, and they should achieve the target of Six Sigma. The deciding factor, though, will be the net annual savings that they have been able to achieve in the projects undertaken.
Thus the bottom line to evaluating Six Sigma team performance is increased production, improved quality, decreased cost and defects and higher return on investment.
Managing Using Technology
With new developments occurring everyday in technology, Black Belts have various options for their support. In a Six Sigma project, the Black Belts can use various software and statistical analysis tools that will help increase the speed and accuracy in data collection and analysis in the measure and analyze phases.
Internet technology, web-based meetings and other tools can assist the Black Belts in managing teams. Though these tools are not the only ones on which to base Six Sigma project management, their utility helps improve the function and communication among team members.
Tools such as net meetings and teleconferences can be used to communicate different ideas and decisions to people at all different locations at same time. Even conducting trainings and seminars for employees is possible. Live communication of decisions to dispersed team members helps bring about participation and improved communication between them.
Technological advancements provide teams with aids that can be used for digital documentation of important papers across scattered locations. Sometimes document management systems can also be used, which help bring down the excessive physical movement of communications from desk to desk at various locations.
Communication
The most critical factor in managing Six Sigma teams is communication. There has to be continuous two-way communication among team members in all locations.
Team members should regularly communicate through formal meetings, calls or even emails to understand and track the progress of the project.
Regular Visits
It has been observed that when teams are situated at separate locations, Six Sigma team leaders cannot frequently visit them. These meetings are seen by many as disturbances in the daily flow of the team's work.
However, if the leaders manage such visits on a regular basis, they would find more support, which is necessary to the success of the project. They would be able to manage the project better by frequenting the scattered locations.
Top Management Support
The support of top management is equally critical for managing Six Sigma project teams in scattered locations. This support has to come in the form of staffing, money, time and consultants, which are necessary for the project's success.
The teams, in return have to show a satisfactory return on investment that top management does offer. Regular communication of reports based on the data at all locations will ensure regular support from top management. Their support becomes critical in removing roadblocks that occur in such scenarios.
Creativity
Creativity is one factor that Six Sigma team leaders and Black Belts cannot ignore. Creative thinking is important to the success of the team (e.g., it may be preparing teams for meeting and teleconferences, precise report preparation of Failure mode and effect analysis (FMEA) and so on). This will ensure team participation and accurate communication among team members.
Six Sigma team leaders can avoid pitfalls of projects at scattered locations by regular communication and the appropriate use of technology. The challenges simply have to identified and tackled wisely.
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 six sigma pro. Tony Jacowski's top article generates over 90500 views. to your Favourites.