As a business improvement strategy, Six Sigma has demonstrated its value within organizations in all sectors. By analyzing processes, the project team can isolate variances that lead to waste. By developing and implementing creative solutions, they can eliminate that waste. As a result, the organization enjoys a number of advantages including improved cycle times, fewer errors and defects, lower costs, and improved customer loyalty and revenue.

However, each of these advantages - indeed, the success of the initiative itself - is dependent upon an effective deployment. While the methodology is sound, it must be implemented according to a particular design. This article will explore the key factors of a successful Six Sigma deployment.

Formulating A Strategic Plan

Before Black Belts, Green Belts, and other members can begin isolating and analyzing variables, the initiative's deployment must be carefully planned. In every business, there will likely be a long list of processes that deserve review. Given that resources are finite, they must be prioritized. Senior management should identify projects that have a higher priority than others and determine who shall lead those projects.

This steering committee should also identify key variables which have the greatest impact upon existing performance shortfalls. While the project team (Black Belts, Green Belts, etc.) will likely uncover additional variables, the initial list that is identified by senior management provides the starting point.

Open Communication And Preliminary Analysis

Launching the effort begins after an organization's executive leadership has selected a Champion. This person is usually a top-level manager and serves as liaison between the Six Sigma team, senior management, and departmental heads. He or she is given the responsibility to deliver ongoing progress reports to the organization's CEO. The Champion will also ensure that open communication exists between the Six Sigma team and department leaders.

Together with the project's steering committee, the Champion will conduct an initial review of the process which the organization wishes to improve. This preliminary analysis will include process mapping, a method of illustrating the process's workflow. This map will visually display the use of inputs and form the basis for the project team's further analysis.

Developing Dedicated Resources

Many organizations make the mistake of not developing dedicated Six Sigma resources. For example, rather than training and nurturing a team of Black Belts, they'll opt to use them on a limited (i.e. part-time) basis. Or, they'll choose to train a few people to play key roles in the project team and rely upon those few to train the other members.

While the initiative can be deployed with some level of success given these constraints, the return on investment may be limited. Instead, organizations should devote resources to developing Black Belts who are dedicated to the assignment. Unlike Green Belts, who normally adopt their roles while maintaining their current set of responsibilities, Black Belts must be completely immersed in the initiative.

Getting People Involved

The last key factor that is critical to a successful Six Sigma deployment is an active willingness to solicit ideas from an organization's employees. The process improvement methodology recognizes the intrinsic value of external ideas for designing innovative solutions. The invitation to contribute has the ancillary effect of gaining support from employees. That support makes it easier for the project team to implement its solutions and call upon department resources, if necessary.

When a Six Sigma initiative fails to meet the expectations of an organization's executive leadership, the problem is nearly always found in the effort's deployment. By integrating the factors above, senior management, the project's Champion, and the Six Sigma team can eliminate obstacles which hamper the assignment's success.