Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
¶ … SIGMA Implementation
Six-Sigma has been successfully adopted by many global organizations starting with Motorola. The strategy focuses on minimization of defects to improve quality and enhance productivity. While I fully believe in the effectiveness of this strategy, it must be noted that without proper implementation plan, Six-sigma fails to generate desired results. For this reason, our organization first needs to understand the basics of implementing six-sigma before jumping on the bandwagon. We first need to understand that six-sigma is largely dependent on company's culture and management's commitment to success. Culture determines the level of resistance to change. If a company has been adopting quality initiatives, it is likely to accept Six-sigma without much resistance. However if there is a chance the people will resist change, it is important to prepare for this beforehand. Some communication strategies need to be adopted to inform people of the quality initiative, its purpose, its benefits and its impact on employees and the organization.
Commitment from top level management is of utmost significance. In order to successfully implement six-sigma, the management must commit to it so that it can influence others and gain their support as well. Employees must be completely convinced that Six-sigma initiative is for real and needs to be taken seriously. Top management can tie rewards with performance based on six-sigma just like GE CEO Jack Welch did when the company first implemented six-sigma in 1996. When it appeared that people might not take it seriously, Welch informed employees that their promotion in the organization would be dependent on how quickly they mastered Six-Sigma (Harry, 2006). This had an immediate impact on people's attitude towards the new initiative. The same kind of conviction needs to be displayed by our executives in order to get the desired results out of this program.
Reference
Mikel Harry, Six Sigma: The Breakthrough Strategy, Bantam Books. 2006
Sigma This best-selling book by Mikel Harry and Richard Schroeder has been held in high esteem for more than twenty years. Indeed the reputation earned by Six Sigma: The Breakthrough Management Strategy Revolutionizing the World's Top Corporations has for the most part been excellent, especially in the corporate industry. The authors are highly qualified to write a book about Six Sigma since they basically founded the organization. Mikel Harry is
Sigma and Motorola Why the Pervasive Adoption of Six Sigma Is Needed The value of Six Sigma has been readily and thoroughly proven throughout all manufacturing industries and continues to be the foundation of supply chain, sourcing, production and post-sales support performance improvements. Each of these areas of manufacturing are easily quantified and provide ample evidence of the value of Six Sigma for reducing costs, time constraints and improving profitability (Davies,
It was thought that the Six Sigma concept was simply "too powerful to fail," a misconception on which the whole misfortune of the Six Sigma programs is based. The human factor is often not taken into consideration. Elements such as empowerment, communication and recognition play an important role in determining the success of the Six Sigma methodology, according to the result of the study. Implementation in sectors like finance and
Sigma 'Lean Six Sigma Systems' is a strategy that was employed by big industries like Motorola because of the exorbitant costs involved in the black belt strategies and the large organizations were able to afford it rather than in small industries. However now all the sections of the industry is leaning to 'Six Sigma' and there are developments both for the big and the medium industries that can be used
The results retrieved by Victor, Boynton and Stephens-Jang point out to a necessity to find a balance between standardized work and continuous learning process. They also indicate that employees who have managed to find this balance reveal higher levels of on-the-job satisfaction, as well as lower levels of stress. A crucial approach to total quality management is taken by Mohamed Zairi (2002), who looks at quality management in the context
"More to the point," another authority advises, "the objective of a PMO is to establish the procedures, processes, and standards that lead to a Center of Excellence -- not so much for itself as for the projects and organization it supports" (Pohlman, 2002, cited in Thorn, 2003, p. 48). In this regard, Thorn points out that there are three basic approaches that can be used to establish a PMO to