*MBB expert guidance needed*

 

In my Six Sigma Career tenure in previous organizations- I achieved my Process improvement project targets through six Sigma tools , RPA , change management, Lean, Agile project, QPA , digitalization. However, in my current organisation - we have separate teams available for lean projects, RPA & QPA, Agile project, change management Transformation. As a CI Six Sigma lead - we are responsible purely for six Sigma Project ( YB, GB and BB) where i can achieve my project target though six Sigma traditional tools only and if any methodology other than six Sigma use ( ex- RPA or change management), This project are straight forward rejected in project quarterly review meeting. Kindly guide how I can survive with traditional Six Sigma methodology in the present scenario because most projects are related to automation nowadays. 

 

Need your valuable suggestions please 

 

 

Hi Dheeraj,

Your situation is indeed a common challenge many Six Sigma professionals face when there's an organizational division of professionals across methodologies. While specialization can help focus efforts, it can sometimes be limiting.

Here are some strategies to adapt:

 

1. Integrate Six Sigma with Automation: Identify projects where automation is the goal but needs a structured problem-solving approach. Introduce Six Sigma methods to analyze and validate the need for automation, thereby creating a justification for the project within the Six Sigma framework.
2. Influence Change Through Data: Use the power of Six Sigma data analysis to demonstrate how a blended approach can yield superior results. If you have evidence, it may be easier to gain buy-in from leadership.
3. Cross-functional collaboration: Engage with the other specialized teams. Offer to provide Six Sigma data analysis or process mapping that could benefit their projects, establishing a two-way street of value-add.

4. Educate and Advocate: Keep an open dialogue with decision-makers to help them understand the merits of a more integrated approach. You could even offer to lead a pilot project combining methodologies.

5. Internal Community of Practice: Form or engage in a community where like-minded professionals can share best practices. This can be a great platform to introduce and discuss blended methodologies.

6. Escalate Sensibly: If all else fails and the restriction proves to be a genuine roadblock to meaningful improvement, it might be worth taking your concerns up the chain of command, equipped with case studies and data to make your point.

Remember, the ultimate goal is value creation, regardless of the methods used. Adaptability and working with other disciplines are crucial for any Continuous Improvement professional.