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