Six Sigma projects will win half the battle if senior management cooperates right from the very start. But that’s not always the case. Many improvement efforts start at middle or lower levels.
Several reasons have been linked to senior management’s reluctance. One, they dedicate time and other resources for improvement when there are “products to get out the door” and short-term financial pressures. Two, middle managers balk at projects starting in their area for fear of embarrassment or punishment for years of poor-performing processes.
But there are two proven, successful ways to address this reluctance: Stealth Six Sigma and Limited Initial Commitment Six Sigma.
Their common underlying principle is that if Six Sigma benefits can be shown on a small scale, then senior management will buy into the program and dedicate resources organization-wide. The key difference is that Stealth Six Sigma begins under the radar scope of senior management, while Limited Commitment Six Sigma begins with a try-it-and-see blessing of senior management. Read more
