Big organizations generally go for implementing Six Sigma with an aim to imrpove processes and get desired results. Implementation of Six Sigma in an organization is quite costly affair. It involves bringing consultant, deploying your own manpower and giving awareness sessions etc. All these cost lot of money to the organizations.
Six Sigma as you know aims to bring high degree of precision in delivering results i.e. 3.4 defects per million. What organizations should do is to first establish measurement of effectiveness of processes and see what processes are ineffective which need improvement. These ineffective processes then should be investigated further by using Six Sigma tool when required. A prerequisite to application of Six Sigma tool is to have statistics i.e. historical data which will be missing, unless we start measurement of effectiveness of process. Such data will not be available hence Six Sigma team will have to struggle to get those data in first place before resorting to using the tool. This is an effective and least expensive way of bringing continuous improvement. Companies instead, due to over-enthusiasm, resort to implementing Six Sigma without first adopting the Process Approach. The result is that organizations they will end up having produced many Green Belts and Black Belts but will have no platform to utilize these costly resources. This is clearly a waste of money and precious resources and not the right strategy on the part of organization.
Similar phenomenon can be seen while implementing ISO 9001:2008 with complete disregard to measurement of effectiveness of processes. The result in this case also is that no tangible improvement is observed in the organization in spite of establishing ISO 9001:2008. Instead staff they generally complain that ISO has added documentation but not improved the quality. If ISO 9001:2008 is implemented in true sense, it will surely lead to improvement in the organization. Both, the consultants responsible for implementing the ISO and the management of the organizations, fail to realize this and end up having poor implementation of ISO 9001:2008 with no benefit to organizations.
Six Sigma as you know aims to bring high degree of precision in delivering results i.e. 3.4 defects per million. What organizations should do is to first establish measurement of effectiveness of processes and see what processes are ineffective which need improvement. These ineffective processes then should be investigated further by using Six Sigma tool when required. A prerequisite to application of Six Sigma tool is to have statistics i.e. historical data which will be missing, unless we start measurement of effectiveness of process. Such data will not be available hence Six Sigma team will have to struggle to get those data in first place before resorting to using the tool. This is an effective and least expensive way of bringing continuous improvement. Companies instead, due to over-enthusiasm, resort to implementing Six Sigma without first adopting the Process Approach. The result is that organizations they will end up having produced many Green Belts and Black Belts but will have no platform to utilize these costly resources. This is clearly a waste of money and precious resources and not the right strategy on the part of organization.
Similar phenomenon can be seen while implementing ISO 9001:2008 with complete disregard to measurement of effectiveness of processes. The result in this case also is that no tangible improvement is observed in the organization in spite of establishing ISO 9001:2008. Instead staff they generally complain that ISO has added documentation but not improved the quality. If ISO 9001:2008 is implemented in true sense, it will surely lead to improvement in the organization. Both, the consultants responsible for implementing the ISO and the management of the organizations, fail to realize this and end up having poor implementation of ISO 9001:2008 with no benefit to organizations.
No comments:
Post a Comment