Shorter project cycle times

Pressure to complete projects in shorter and shorter timeframes without reducing project effectiveness is cited as the biggest barrier to successful Six Sigma project implementation. The technology on which SigmaSense has been developed is proven to accelerate process improvement project completion by as much as four times and increase productivity by up to 200 percent while cutting meeting time by up to 56 percent.¹

More participation from front-line managers and staff

Non-Belt participation is more forthcoming if meetings are consistently short and effective. Time is often the most difficult commodity to acquire from a leadership team, so it helps to keep planning meetings as brief as possible. A SigmaSense meeting will accomplish in a manager's typical 30 or 60 minute time slot, as much as would be accomplished in twice the time.

Greater buy-in and commitment

With shorter project cycle time thanks to briefer, effective meetings, more people can engage in problem solving. SigmaSense facilitates idea sharing through brainstorming, decision making and action planning. Larger numbers of ideas contributed from a broader range of sources will result in better solutions - plus greater commitment to improvement strategies and immediate implementation of action items.

Action Learning techniques make for faster Belt training

With SigmaSense's structured methodologies, running meetings follows a "learning-by-doing" approach. There is no longer a need to memorize how to use the many tools employed in Six Sigma projects. Focus can be directed onto the special requirements involved in facilitating team performance. Released from the need to think about the next step in the methodology, Belts rapidly become competent in facilitating complex meetings with enhanced critical thinking.

Collaboration technology empowers team members

Online collaboration tools typically emphasize meeting productivity as a goal. Look further. What dramatically empowers teams and improves team effectiveness are the positive effects gained from sharing ideas in a collaborative work space. Decision making is accelerated through brainstorming, prioritizing and action planning, all of which are widely incorporated into SigmaSense tools; and without a flip chart or word processing tool in sight. The more ideas generated, the greater the likelihood of producing high-quality solutions.

Use a structured methodology

In a recent survey 33 percent of respondents blamed "lack of a structured methodology" for shortfalls in Six Sigma projects.² SigmaSense integrates online collaboration with a structured Six Sigma methodology to achieve accelerated project cycle time and high levels of management buy-in. High-performing teams with a systematic, structured methodology and the right collaboration tools have been found to reduce project cycle time by as much as 91%.³

Productivity tools for Belts

The integrated tools and processes in SigmaSense provide leadership support to Belts. Why? Belts are required to demonstrate high levels of competence in three diverse areas - statistical analysis, team and stakeholder management and meeting facilitation. Each of these draws on separate skill sets, and so increases the complexity of facilitating Six Sigma projects.

When equipped with automated methodologies for each DMAIC tool, group statistical tools, a facilitation "script", a roadmap and formatted Report, new Green Belt project leaders quickly become self-sufficient. Productivity increases follow, and projects are delivered in shorter cycle times.

Global reach and cultural considerations

Managing a multicultural, transglobal project team presents specific challenges to team leaders. There are crosscultural issues which discourage members from contributing their knowledge during audio-only conferences. Such factors compromise outcomes, particularly where Belts are relying on local team members' skills and knowledge to identify process improvements. While verbal input may be difficult, brainstorming using the Discuss "intelligent chat" tool elicits rich ideas from culturally reticent team members.

References
1. Boeing Corp
2. Actionworkout
3. Boeing Corp