For some time now Six Sigma has been voted the perfect methodology for defect reduction in organizations by focusing on the quality of the customer service.
Six Sigma As The Perfect Quality Enhancing Methodology
Numerically, Six Sigma can be defined as reducing the defect level to 3.4 in per million chances so that perfection in the process can be achieved. The methodology was invented in 1980's by Motorola and was applied by business powerhouses like Honeywell and General Electric. After watching them excel like never before, companies from all disciplines are looking at implementing it in their organizations as well.
Six Sigma is a fact-based, quantifiable methodology. It emphasizes constant improvement and has the capability to tenaciously root out the defects and improve overall processes. It is for this very reason that it is ideal for any business from manufacturing to finance to IT. Especially in the field of IT, it plays a very big role by providing CIO's with a measurable way to justify technology investments. Often, IT companies get stuck in a project with insatiable demands and lost ROI. In these critical times, Six Sigma helps the business unit to improve the way they deliver and also gives a very precise way to demonstrate the real value of technology.
The IT industry has developed so much that CIO's can see some quality problems occurring; the best way to deal with those problems is to apply it at the root of the problems. However, upper management is often skeptical about introducing Six Sigma in their business. Small organizations who are planning to implement 6 Sigma will have to wait for the effects to show in their processes because they will first have to reach a level that is high enough to be counted in six figures. Lastly, it is an executive supervised transformation tool that needs senior management sponsorship.
How The Methodology Of Six Sigma Works In An IT Environment
IT operations are affected by the implementation of Six Sigma into internal as well as external processes. After all, it perfects the processes, and IT operations totally depend on various processes. It starts its analysis by formulating a problem statement - then the root cause of the problem is determined, and finally it works out the specifics to pull out the problem from the root itself. This problem evaluation method is known as DMAIC (define, measure, analyze, improve and control) which removes the defects during the design phase.
Established CIO's and 6 Sigma experts point out towards some of the practices that an organization should adopt to reap profits from Six Sigma:
Choose The Right People - A 6 Sigma team should be well aware of techniques, such as organizing and maintaining an internal SWOT team, breaking and then reforming an entire process. The Six Sigma team should be certified as green and black belts.
Avoid Substituting Six Sigma For Contemplation - IT companies usually have an urge to first solve problems through tried and tested methods and not some untried methodologies. This is not a very bright idea, as even if you employ the latest technology to a problem without trying out other alternative courses of action. You may end up with bad process with the latest technology.
Don't Be Afraid Of Experimenting - The methodologies and tools of Six Sigma that are usually prescribed are not words set in stone. Feel free to twist the methodologies a little to extract the best out of your process. Just determine in advance what is it that you want from your workforce and choose the tools and the techniques accordingly.
Don't Be Afraid Of Numbers - All your measuring techniques and mountains of data will crumble to dust if you don't know for what purpose you are doing it and what to interpret out of it.
Selling Six Sigma
The biggest problem that a CIO encounters while implementing the methodology is that employees get scared of embracing a new management initiative. However, experts say that the best way to acquaint your team to Six Sigma is to stay away from heavy words like Six Sigma, 3.4 defects, certification etc. Just let your team know that there are problems, they need to be solved with their help and there are certain strategies that if deployed, will raise quality standards.
The champion is generally a person in a senior position like a senior manager or someone else who has the Six Sigma vision. They are in a position to resolve any issues that arise between the Black Belts and any other person in a higher position in the company.
The Champions act like buffers in any disagreements between the Black Belts and senior management. The Black Belts can then concentrate on their project area rather than be involved in disputes.
The deployment Champion has a support function within a line of business, customer segment or a core process team.
Business Interface
The Champions should be familiar with the technology being used in the various processes under consideration by the Black Belts for the project. They should avoid impeding into the processes and offering solutions. They have to ensure that the Six Sigma projects are aligned with the strategic business objectives.
Project reviews should be conducted to ensure that the project is moving along according to the plan, and that the results achieved as per the needs of the organization. From this, the Champion can also identify other areas for improvement.
Companies should use the Balance Score Card to apply metrics and measure the performance of the Champions.
Six Sigma Project Selection
Six Sigma project selection is an important function of the Champions. They should take it as an opportunity to improve the process. In project selection, again the key concern should be the alignment of the process to the objectives of the organization.
Six Sigma Pace Mediation
The Six Sigma Champions have to take the responsibility of pacing the deployment of the project. Sometimes, the Six Sigma provider or the internal experts who are responsible for the deployment tend to see completion of the project as the only metric of success. When a plan is made it should have goals, targeted at increasing the customer satisfaction.
Metrics should be set to decide on adjusting the project plans. The Champion should carry out thorough reviews of the project at various phases and provide appropriate support.
Otherwise, the Champion should allow the Black Belts to carry out the Six Sigma project and not redirect them unnecessarily.
Results Implementation
The Champion should not consider the Black Belts to be the only change agents; rather, the Champion should be the leader of change. If those in senior management believe in the change, then there will be quicker acceptability of the change.
Six Sigma Training
Training and assembling the right people to carry out a viable and fruitful Six Sigma project is the responsibility of the Champion. They Champion has to do it with determination, patience and conviction. They should also make the project fun to work on and ensure that the team doesn't lose interest in the project until its completion.
The Champion is responsible for overall alignment of the Six Sigma project with the goals and objectives of the organization, facilitating the identification and prioritizing of the projects, establish the training plan, planning a communication strategy and removing barriers for the teams.
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.