Search Results

A common hurdle to enterprise-wide implementation of Six Sigma projects is the need to prepare employees so they are able to use statistical tools and graphical analysis techniques. Six Sigma deployment plans are replete with classes, seminars and coaching sessions aimed at the use and application of statistical procedures. Master Black Belts, Black Belts and external consultants are engaged in developing tutorial aids, analysis macros, and automated analysis routines so employees do not have to know too much to get the job done. A long term solution to this problem is to work with education providers and help them understand the industry's need for a better prepared work force. People who graduate from engineering, business and management programs need to be equipped with work-ready skills so they can make immediate contributions in the workplace.

This paper presents a system of factors that sometimes contribute to meager returns for Six Sigma deployment investments. The author shows how these factors erode improvement project efficiency and describes program strategies that are effective counter measures. Solutions included: keeping business leaders responsible for improvements, using expert project coaches, sharing and replicating project findings and lessons, reducing project burden, focusing on improvement projects, and using concentrated and time-bound efforts.

Managers and Continuous Improvement Champions frequently use dollar savings resulting from continuous improvement projects as justification for making full-time allocation of Six Sigma personnel, project experimentation costs, and manufacturing interruptions caused by improvement efforts. Improvement projects which are aimed at avoiding failures carry great, but tacit, savings. When used to justify continuous improvement project costs, these savings are frequently challenged, labeled as “soft,” and ignored while performing Return on Investment (ROI) computations. This paper describes and demonstrates a system for making probabilistic estimates of problem avoidance savings. A calculation spreadsheet and the author's experiences using this procedure in a global product development organization are related.