| The first reaction of employees is to reject any | | | | success story spreads informally among the |
| methodology suggesting a change in the method or | | | | employees. This is one of the fastest ways for |
| pattern they are used to. Complete adoption is a | | | | employees to adopt to change models. The initial |
| rarity, if not recognized initially. | | | | teams talk to the next target group and this |
| To make employees adopt Six Sigma and to speed | | | | connectivity does take time, but is effective. |
| up the acceptance rate, it is best to let them decide | | | | Don't Take Hasty Decisions To Widen Your Scope: |
| on the changeover. They would prefer this to Six | | | | There is the "80/20" rule that highlights that you |
| Sigma being thrust on them as a directive from | | | | waste much of your effort and come up with only |
| management. The model used should be easy to | | | | twenty percent positive results, out of the eighty |
| understand and fit into the existing environment. It | | | | percent effort put in. |
| should be able to convey what it has to offer over | | | | Use Simple Tools - Streamline and simplify your |
| and how it is above what is being done. "Six Sigma" is | | | | existing processes by using simple tools like the |
| designed to show the opinion makers and leaders the | | | | pareto charts, graphs and fishbone diagrams to lay |
| benefits of implementation. | | | | the ground work for complex tools like the DOE and |
| The best way is the "diffusion" route suggested by | | | | QFD and ensure a gradual climb on the Sigma scale. |
| long research, on how changes set in and grow in | | | | Appraise And Refocus- On the completion of the |
| corporation. | | | | training of the four percent that you started out |
| Selective Concentration: It has been proved that only | | | | with, proceed to tackle the next four percent and |
| about four percent of the workforce is responsible | | | | keep steadily increasing. The results of diffusion |
| for half the re-work and waste, you need to first | | | | research show that an involvement of sixteen to |
| concentrate on training this small number using the | | | | twenty five percent creates major change in whole |
| Six Sigma tools and methods. They stand to learn | | | | organization. The profitability and productivity figures |
| through experience, which is far more effective than | | | | would definitely reflect that improvement in the first |
| classroom training. | | | | lot of employees offers a defect and waste |
| Set High Targets: Set high targets for reduction in | | | | reduction of up to fifty percent. |
| defects, costs and cycle time. Starting with a fifty | | | | The implementation of Six Sigma is always subject to |
| percent reduction target will give much higher results. | | | | risk of rejection during the initial stages. To make it |
| Start The Implementation Through A Few Small | | | | risk free, it is best to use the diffusion method, |
| Teams: Avoid overall implementation all at once and | | | | allowing employees to adopt the method. |
| start with a few teams. This will ensure that the | | | | |