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Six Sigma White Papers
A strong theme throughout this paper is the use of technology in projects, in particular, the use of advanced online collaboration software programs that combine web conferencing, group decision support systems and custom DMAIC tools for use in virtual and face-to-face team meetings.
Achieving best practice in the implementation of Six Sigma projects requires tightly integrating management involvement, stakeholder support, team motivation and commitment to decisions, implementation of agreed actions and efficient processes to "get the work done", on time and on budget. Working with Fortune 500-size companies over the past decade, Grouputer, one of the pioneers of GDSS technology, has pursued a belief that by integrating best practice in teamwork, structured process methodologies and GDSS technology our customers experience superior results. Three years ago Grouputer set out to apply what had been learned to the increasingly popular improvement methodology, Six Sigma. The outcome of this work is an "end-to-end" software solution designed to eliminate the common pitfalls being experienced by Black and Green Belts.
There are two reasons why project completion in a reasonable time frame is necessary. Firstly, business leaders want to see results. Without obvious results being realized it is highly unlikely that the initiative will get the focus from business leaders that it deserves and needs for success. Secondly, momentum for continual improvement is more likely to be generated when projects are being completed in a reasonable time and success is frequently experienced.
The number one reason why Six Sigma projects fall short of expectations is a lack of management engagement at the right level of the organization. When there is a lack of commitment and buy-in from management, project selection is at risk of failing to address critical business needs. If projects selected for improvement are not considered business priorities, managers will not engage and projects will not get the attention, resources and commitment they need to be successful. A common symptom of the problem is the tendency to set annual project completion targets too high. A consequence of setting over ambitious targets is that teams are more likely to select a large number of small projects that deliver modest financial savings, Instead of tackling deep business issues that take longer to execute, but have the capacity to deliver significant bottom line results. In the absence of big savings, management support is less likely to be sustained over time. This white paper examines the key reasons for project failure and introduces solutions.
According to experts, Rath and Strong, an alarming number of Six Sigma projects are failing - not because of misuse of Six Sigma's statistical tools but because of internal politics and poor communication between team members and the rest of the organization. This case study describes how Dow AgroSciences has improved teamwork overall and eliminated barriers in cross cultural Six Sigma projects ranging from supply chain to commercial offers.
Nobody said it was going to be easy! Managing a team is hard work especially if you are not a professionally trained facilitator. However, team management tools that improve team performance, increase productivity and reduce project time also remove the leadership pressures team leaders experience when managing project teams. This white paper describes the positive effects of group mediation technology on team performance and productivity in behavioural, cognitive and task related activities. Studies have shown person hour reductions in project time averaging 55% and project time decreasing by an average of 92%. Groups generated more ideas and there was a great likelihood of producing more high quality ideas. |
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