“Change management” is the most challenging aspect of a Six Sigma deployment. What is change management?
Six Sigma is change and management has to be ready to accept that change. It will involve determining a broader ownership for Six Sigma, without reducing the rigor of the methodology. It needs to start recognizing that Six Sigma is a relatively “low engagement” strategy. It relies on an elite core of highly trained Black Belts, and to a lesser extent Green Belts, to do the heavy lifting of driving change through the organization.
Companies who are serious about deploying Six Sigma have thought up of several strategies to involve management in the impending culture change.
One solution is the Workout tools and techniques first used by GE to create an “empowered” culture. “Workout tools were largely credited as a critical accelerator of GE’s Six Sigma effort. Among Workout’s key synergy with Six Sigma is the focus on unleashing the know-how of those closest to the work. In other words, Workout typically relies for much of its power on precisely the group of employees who often receive only a cursory exposure to Six Sigma tools and concepts.”
Based on GE’s success, a number of companies and consultants built on and steadily improved the Workout concept. Among the most recent ones is the IMG Global, the world’s largest producer of phosphates and fertilizers.
By combining Six Sigma with Workout tools, IMC Global has engaged 450
employees and managers on Workout teams to accelerate solution implementation. It is able to create a high-powered continuous improvement program. High potential leaders have been trained as both Six Sigma Black Belts and Workout Team Coaches.
To date, 68 Workout Teams have delivered hard dollar savings in excess of $3.5 million. More importantly hundreds of front line managers and employees have been engaged in the Six Sigma effort and are excited about their ability to make an impact. Read more
