Vision is established by creating the vision
statement that sets the framework for the mission, objectives,
and strategies. All of this provides everyone with a
clear view of what is to be accomplished and how it is to
be accomplished. It is recommended that each division,
department, and work unit create their own mission statement
to indicate their role in fulfilling the company’s mission
and their contributions toward accomplishing the
objectives. This will ensure that they understand the vision
as defined and communicated by senior management.
❑ Skills.
Skills are instilled through training. Training
is perhaps the most important aspect of managing change.
People need to be taught the language, expectations, and
rules of the new culture. Technologists and engineers need
to be taught experimental designs and process control
techniques. Everyone needs to learn basic problem-solving
CREATING THE CULTURAL STRUCTURE
tools and a logical model for how to apply them to continuously
improve performance. Everyone must learn teaming
and interpersonal skills. Managers at all levels need to be
taught leadership skills—how to transition from control
management to facilitating leadership.
❑ Incentive.
Incentive is instilled in senior management
by tying bonuses to the objectives and creating the new
culture within their infrastructures. Within senior management
incentive plans, a minimum of 30 percent of
their bonus potential should be dependent on achieving
quality goals. For everyone within the middle ranks, pay
raises can be attached to how well their work units complete
action plans and meet their goals.
Incentive for work unit members is accomplished
through a reward and recognition system. The system
should not include monetary rewards. At Motorola we
learned this lesson. It was virtually impossible to create a
monetary reward system that was equitable. For every employee
who was motivated by receiving a bonus, at least ten
employees who didn’t receive a bonus were demotivated.
We did have great success with small rewards, such as
key chains, pins for your badge, two movie tickets, coffee
cups, and other similar items. The most effective means to
motivate workers was through recognition. Individuals and
teams were highlighted at monthly communication meetings.
Senior and middle managers would have an informal
coffee break with a team to discuss how things were going
and offer helpful suggestions. Teams that accomplished a
significant milestone were treated to lunch.
❑ Resources.
Resources required to establish teams are
minimal. Members of continuous improvement teams need
to be provided one hour a week for team meetings and an
additional hour to work on team-specific projects. When
first confronted with losing their workers for two hours each
week, most managers are concerned about productivity. In
fact, in all cases that I was involved with, productivity actually
went up. One manufacturing group that had 90
percent participation on teams actually saw a 30 percent
increase in productivity. An analysis showed that some
gains were attributable to improvements identified and implemented
by the teams. However, the greatest gains were
achieved because people were working more efficiently
and were making better use of their discretionary time.
Resources include expert help. In the early stages you
will require consultants, either internal or external, to as-
THE BASICS OF SIX SIGMA
sist the teams with start-up. People will need to be trained.
Teams will need to be facilitated. Managers will need to be
coached.
❑ Action Plans.
Action plans are part of the organizational
development plan. Divisions, departments, and
work units are required to generate action plans. As part of
their continuous improvement programs, teams are required
to issue action plans. Once these action plans are
created, they must be worked and completed to schedule.
Action plans are “living documents.” This means that as
actions are completed, they are removed from the action
plan and archived. As new information is attained, new action
items need to be added. The operational structure
must provide for weekly and monthly reviews on how well
each entity is doing on completing their action items on
schedule and achieving the desired results.
The elements of a Six Sigma culture are:
❑ Active and visible senior management involvement
❑ A mission statement defining success
❑ Objectives and strategies
❑ Action plans detailing tactics
❑ A methodology for managing change
❑ Training
❑ Teams
Remember
Vision + Skills + Incentive + Resources + Action Plan = Change- Skills + Incentive + Resources + Action Plan = Confusion
- Vision + Incentive + Resources + Action Plan = Anxiety
- Vision + Skills + Resources + Action Plan = Gradual Change
- Vision + Skills + Incentive + Action Plan = Frustration
- Vision + Skills + Incentive + Resources = False Starts
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