We have been looking at various ways of trying to convince management about utility of Six Sigma and the standard response is "It won't work here".

 

Different ways of explaining about Six Sigma are --

 

1. Explaining what is six sigma as a measure (standard deviations from the mean) etc -

Problems encountered - You may find that people do not have much patience to understand this theory

 

2. Explaining Six Sigma is 3.4 defects per million

Problems encountered - You may find many people objecting to the theory saying we do not millions of transactions and tons of data to apply this.

 

3. Doing a sample project.

Problems encountered -You may find that unless others are convinced, initiating a project is not feasible.

 

4. Picking up a situation and showing possible benefits through Six Sigma.

Problems encountered - It is difficult to generate belief.

 

I feel you should try a presentation of a cause-benefit approach Y = F(X). A cause benefit explanation is easy to understand (In my opinion we need not touch concepts of standard deviation or statistics in the beginning at all.) The questions that you may ask others in the company are ...

 

• What is the Big Y for our business area/ functional area/ critical process?
• Do we know the Xs for the Y's that matter? (Y= Key process output variable, X = Key process input variable)
• Are we using Y = F(X) for business benefit? (Each key output is dependent on several key inputs).
• Are we currently focusing on Xs? ( or do we see most people focusing on Y's? Some may be targeting first level X's that need to be drilled further)
• Have we drilled down sufficiently deep into X's and further small "x's" that is required for best in class results for critical processes?
• Are we clear which among the X's are the vital X's that need more attention.
• Can we reach a consensus where we agree -- Each output variable is a result of certain input variables that need to be identified, understood, analyzed, improved and controlled? (with a structured methodology like D-M-A-I-C)

 

You could customize an example of the kind covered during Green Belt Training.

In Eureka Forbes Sales division ---

 

• If Y is Revenue, First level X's include Sales person's effectiveness is one of the VITAL X's.
• If we consider Y as Salesperson's effectiveness, one of the VITAL X's is training effectiveness.
• If we consider training effectiveness as the Y, one of the VITAL X's is training methodology.
• Just as the above example shows, have we done Y to X drill-down for key processes in the company?
• Are we sure we know all vital Xs for our processes? Will change in Y not require a change in vital Xs? Is it not worthwhile to do improvement projects for VITAL X's that can be changed.

 

To keep it simple, Six Sigma methodology is all about -building measurability in Y, assuring good measurement system (reliability of data) for Y and later for X's, identifying X's, analyzing X's and thereby identifying and validating vital X's, improving VITAL X's; verifying their impact on Y and; controlling VITAL X's to sustain the improvement.

 

Once the concept is well received, we can explain DMAIC.

Best Wishes for your Six Sigma journey,

Vishwadeep Khatri

Hi Vishwadeep

This is good idea to start with. Many a times at functional level it is very difficult to link the benefits with company KPI but people focus on local optima and presume this as a business case.

Let us take an example. A maintenance department in a company wants to start six sigma project. Objective can be 1) improve OEE/MTBF /MTTR 2) reduce overall maintenance cost

Focusing OEE of all machines at a time will need huge resources and will derail the project. Normally the costliest machine or the one which gives maximum maintenance cost will be treated as critical machine. But will that be fine?. the machine which has enough capacity , if we improve the OEE of this machine will the company be able to sell anything extra? certainly will not and in this case the OEE as a KPI is misleading isn't it?

preparing XY matrix looks to be first important activity. First level Y could be ROI, Net profit, operating expences. Any activity which will results in positive delta (difference in present and future) can be considered as business case and six sigma project.

VN

Hi VK sir & Vikas,

As aptly mentioned above, to convince any new person (about SS) let's not touch statistics first including what is Sigma & 3.4DPMO. We can start with saying " every process has variability & Six Sigma is a methodology to remove that permanently without affecting the ongoing business processes & sales. Once done, all savings is your (business) profit & we can guarantee that it (SS) will give sizeable amount of the same ".

After arousing their (mgt) interest, we can make them (mgt) choose a project of their own telling them which one will qualify for six sigma from our (as a SS person) side. The object of doing this is to practically empower them on the SS initiative as a real time experience. This will also prompt them to ask our view on SS project selection, without they feeling undermined. Thus, on evincing their further interest, we can talk about & slowly explain YX Matrix, DMAIC, Statististics etc. Parallely we can tell the Lean approach also, as many will get interested in that first & through that we can take them to Six Sigma methodology or Kaizen event, both of which, if lead to permanent removal of defects, the name shouldn't matter. We may still call that as Lean Six Sigma.

I've seen quite a few seasoned SS professionals adopt the above approach & their efforts hitting paydirt mostly.

Thanks & rgds.

Dear Vishwadeep,

Companies in India rarely have a dedication to Six Sigma - it is often difficult to get managers to authorise training in LSS methods, because it is not something they see as a methodology that can help them. More than anything, the paucity of time when working on projects of high value means that commitment at the highest level is required for any SS activities. I hope this situation changes as SS becomes more popular.

From my experience, many companies in India are yet to wake up to the true power of SS methods - and they're often impeded by management thinking that doesn't enable executives to use LSS methodologies.

Dear VK,

I would like to add here that Six Sigma is fast being accepted by the corporate in India as a proven methodology for bringing about radical change.More and more corporates are realizing its importance to meet the international standards.

I also acknowledge a change in athe attitude of stakeholders, who not only are more open to implementing Six sigma but also are acting as catalyst to bring about this change.The MD for Wipro himself sitting in class for attending the green belt session is a live exeample of the long awaited change.

I see a lot of acceptance and openness in the industry for six sigma and lean methodologies and this applies not only to manufacturing sector but also service sector.Six Sigma is indeed the hot cake and rightly so.

Hi All,

 

I completely agree with the views shared by predecessors.

I would like to add, it is true for initial stage as it is difficult to convince all employees either in top-down or bottom- up approach.But, once we start the Six Sigma initiative without mentioning  technical jargon or statistics concepts, we can take buy-in from Senior Management.

 

I would like to mention some typical roadblocks and solutions (the same I mentioned in different blogs).

 

1. Lean Six Sigma is a fad 
.By who – 
•Expressed by top leadership. 

 

When and why – 
•After hearing preliminary things about Lean and Six Sigma. 

.How to deal with it – 
•Show them the benefits of Lean Six Sigma by implementing a small scale pilot 
project or suggesting an implementation. 

2.Lean Six Sigma is too statistical 
.By who – 
•Expressed by top leadership and also employees. 

.When and why – 
•After learning Six Sigma is a statistical approach. 

.How to deal with it – 
• Black belts can help them overcome this resistance by explaining one or two 
statistical tools. 

3.Why should one change? 
.By who – 
•Expressed by top leadership. 

.When and why – 
•After hearing Lean Six Sigma will enforce a culture change. 

.How to deal with it – 
•By explaining change is imperative. It helps in keeping an organization 
competitive in the market. 

.By who – 
•Expressed by employees. 

.When and why – 
•Employees enjoy being in a comfort zone. 

.How to deal with it – 
•By changing, competitiveness to the organization can be ensured, along with 
upgrading the skills. 

 

4.Non – cooperation from employees 
.By who – 
•Expressed by employees. 

.When and why – 
•Typically happens while implementing new process, due to resistance to adapt to 
new processes. 
•Also, due to fear of admitting mistakes of the past. 

.How to deal with it – 
•Build trust in employees that they wouldn’t be penalized for past mistakes. 
•Encourage the “Move Ahead” philosophy. 
•Ensure employees are involved in designing and setting up the new processes. 

 

The starting point is: To communicate and ensure employees are convinced not 
to resist change. 

Important: No use of ‘force tactics’ to convince employees. 

5.Wrong team members 
.By who – 
•Observed within the team members. 

.When and why – 
•Happens when a team has several members possessing the same skill-sets. 
Duplication of thoughts leads to change efforts falling flat. No creativity or lack of 
creativity in ideas is perceived. 

.How to deal with it – 
•Choose team members on different skill-sets. 
•Choose team members based on four factors: 
.Capability; 
.Creativity; 
.Willingness; and 
.Ability. 

 

 

Wish you all a good luck for Lean Sigma journey.

 

Many thanks,

Srijit Chatterjee

(Process Improvement Manager, PWC)

On 12/14/2010 at 3:48 PM, surbhimonga said:

Dear VK,

 

I would like to add here that Six Sigma is fast being accepted by the corporate in India as a proven methodology for bringing about radical change.More and more corporates are realizing its importance to meet the international standards.

 

I also acknowledge a change in athe attitude of stakeholders, who not only are more open to implementing Six sigma but also are acting as catalyst to bring about this change.The MD for Wipro himself sitting in class for attending the green belt session is a live exeample of the long awaited change.

 

I see a lot of acceptance and openness in the industry for six sigma and lean methodologies and this applies not only to manufacturing sector but also service sector.Six Sigma is indeed the hot cake and rightly so.

yes absolutely

On 2/4/2009 at 8:56 PM, Vishwadeep Khatri said:

We have been looking at various ways of trying to convince management about utility of Six Sigma and the standard response is "It won't work here".

 

Different ways of explaining about Six Sigma are --

 

1. Explaining what is six sigma as a measure (standard deviations from the mean) etc -

Problems encountered - You may find that people do not have much patience to understand this theory

 

2. Explaining Six Sigma is 3.4 defects per million

Problems encountered - You may find many people objecting to the theory saying we do not millions of transactions and tons of data to apply this.

 

3. Doing a sample project.

Problems encountered -You may find that unless others are convinced, initiating a project is not feasible.

 

4. Picking up a situation and showing possible benefits through Six Sigma.

Problems encountered - It is difficult to generate belief.

 

I feel you should try a presentation of a cause-benefit approach Y = F(X). A cause benefit explanation is easy to understand (In my opinion we need not touch concepts of standard deviation or statistics in the beginning at all.) The questions that you may ask others in the company are ...

 

• What is the Big Y for our business area/ functional area/ critical process?
• Do we know the Xs for the Y's that matter? (Y= Key process output variable, X = Key process input variable)
• Are we using Y = F(X) for business benefit? (Each key output is dependent on several key inputs).
• Are we currently focusing on Xs? ( or do we see most people focusing on Y's? Some may be targeting first level X's that need to be drilled further)
• Have we drilled down sufficiently deep into X's and further small "x's" that is required for best in class results for critical processes?
• Are we clear which among the X's are the vital X's that need more attention.
• Can we reach a consensus where we agree -- Each output variable is a result of certain input variables that need to be identified, understood, analyzed, improved and controlled? (with a structured methodology like D-M-A-I-C)

 

You could customize an example of the kind covered during Green Belt Training.

In Eureka Forbes Sales division ---

 

• If Y is Revenue, First level X's include Sales person's effectiveness is one of the VITAL X's.
• If we consider Y as Salesperson's effectiveness, one of the VITAL X's is training effectiveness.
• If we consider training effectiveness as the Y, one of the VITAL X's is training methodology.
• Just as the above example shows, have we done Y to X drill-down for key processes in the company?
• Are we sure we know all vital Xs for our processes? Will change in Y not require a change in vital Xs? Is it not worthwhile to do improvement projects for VITAL X's that can be changed.

 

To keep it simple, Six Sigma methodology is all about -building measurability in Y, assuring good measurement system (reliability of data) for Y and later for X's, identifying X's, analyzing X's and thereby identifying and validating vital X's, improving VITAL X's; verifying their impact on Y and; controlling VITAL X's to sustain the improvement.

 

Once the concept is well received, we can explain DMAIC.

Best Wishes for your Six Sigma journey,

Vishwadeep Khatri

This post is really helpful for all Six Sigma aspirants.

Many thanks.