The common cause, on the other hand, w ill have to be looked into more at depth to ensure that its repetition does not occur. Limited resources of the small organization can also be problematic since the organization needs the suitable software, population sample, expense, employees, and so forth with which t implement the system (Patel 2004, pg. 12 )

However, since Six Stigma is, in essence, more of a management system than a technical one it can as easily be applied to the small organizations as to the larger ones-w ith modification. Thomas and Barton (2004), in fact, showed one instance of a small organization (150 employees) successfully implementing the system, m.

In small organizations, with open and constant communication, the time frame can be quickened so that the entire system can be implemented in as much as half a year. People can be trained at th e same level and pace and the more intelligent and motivated ones promoted t o higher positions.

Benefits associated with projects

Six Stigma works towards mitigating quality costs (in six stigma language known as Costs of Poor Quality (COPQ)), that arise in organizations, Quality costs can sometimes be as much as 40% of an organization, and small organizations can little afford these exorbitant, and preventable, expenses.

The entire process works towards identifying and preventing possible defects so that huge time, expense, an negative reputation will be saved. This is a small step to invest tin when one considers the possible negative ramification ( at its worst resulting in bankruptcy) that may occur if defects are allowed to multiply.

Risks and how they can be mitigated

There are various potential risks involved in my introducing the organization to six sigma.

Certification

Six Sigma has become a veritable industry of certification, much of which takes advantage of naive personnel and can sell me faulty products with they themselves being inadequately familiar with system.

I would counter this by hiring one or two professionals who can...

They will point me to reliable accreditation bodies.
Rigidity

Six stigma has been criticized as being overly rigid focused more on screening out possible defects and errors than on introducing innovation and creativity into the organization. This may foster a rigid and constraining method into h organization aside from asphyxiating it. Critics have reported that Six Stigma has stifled creativity in their organization and they have thereupon removed it and become more successful (e.g. Hindo, 2007).

I will counter these valid observations by offering awards for creativity and being careful o place onus on creativity side by side with careful testing of ideas. In other words, the entire tempo of the organization will not be one that is dedicated solely to emphasizing and investigating possible defects. Rather, creativity will be encouraged alongside testing and searching for defects and the one will be practiced alongside the other.

Sources

Breyfogle, F. III, Cupello, J. & Meadows, B.. 2001.Managing Six Sigma: a practical guide to understanding, assessing, and implementing the strategy that yields bottom line success, Wiley, New York

Burton, T. & Sams, J. 2005. . Six Sigma for Small and Mid-Sized Organizations, J. Ross Publishing, Inc., Florida,

De Feo, J.A. & Barnard, W.. 2005. JURAN Institutes Six Sigma Breakthrough and Beyond - Quality Performance Breakthrough Methods. Tata McGraw-Hill

Hindo, B. 6 June 2007. At 3M, a struggle between efficiency and creativity. Business Week.

Keller, PA & Keller, P .2010. Six Sigma Demystified. McGraw-Hill

Mikel, H & Schroeder, R. 2000. Six Sigma. Random House

Patel, Dharmesh. 2004 Initiation and implementation of six sigma in a small organization, Wichita State University, Department of Industrial and Manufacturing Engineering 2004

Van Schalkwyk, J.C. 1998. Techniques: total quality management and the performance measurement barrier, the TQM Magazine, 10 (2), pp. 124 -- 131.