and the maintenance of bureaucratic boundaries are slow to change inresponse to multidisciplinary philosophies like Six Sigma. Organizations areprone to failure when managers dictate how workers must perform their jobs.Workers often know best how to perform tasksand processes because they're the ones doing them. This is what bugs themand they spell out their SAYS at the RESOURCE person at times, with apromise to and at times NOT to forward it to their MANAGERS/ Management.What counts is “Are the employees MOTIVATED” or there is an urge in themto Leave the organization as fast as they can. Employees who areempowered to identify problems and institute changes become invested,with an eye on the future of their organization and themselves.Empowerment is an extraordinarily powerful tool in an organization, and oneof the most effective ways of transforming a culture.Also at the same time MATURITY with the organization of the employeesmatters a lot. Lack of organizational maturity can doom projects and the SixSigma discipline to failure. Maturity goes along with cultural change.Organizations are mature when members have evolved in empowerment toidentify problems, recognize the need for change and offer to find solutions.With an immature organization, the response to a problem is often, "It's notmy job." Mature organizations are composed of members who realize that it'severyone's job to seek solutions rather than working for the sake of it. It hasto be a management through Head and Heart. One must integrate this withmore of self-esteem to the necessity that one must manage others by Heartand self through the Head. This maturity can take from two to five years. How quickly an organizationmatures depends in part on how well Six Sigma is supported by seniormanagement. If they're not "walking the talk" on a daily basis, maturationwill go slowly. By setting good examples, senior managers can speed thematuring process, improving Six Sigma efficiency.And above all the selection of the right six sigma project is the key of itssuccess. One may not do wonders over night but certainly may makemeasures for proper implementation. Yes it has to be a SMART project withan ignition viz ..
pecific: Usually one geographical location.
easurable: Must be limited to the fertile limits within the organization.
chievable: One Product/ Defect
elevant: Must be backed with Data as otherwise, NO DATA is BAD Data.
ime Bound: Get a Milestone Chart before the project.And employ the above to practice the best as you may revise your Qualitythought in action is
and this isthe crux of the very success of any
SIX SIGMA project.