Six Sigma and General Management
Six Sigma deployment can't succeed without General Management determination,
in fact, personal CEO commitment is mentioned in 78% of successful deployments.
officers must motivate the workforce around the sense of urgency and get commitment
to their vision of change.
commonly cause Lean Six Sigma deployments to fail, and all of them concern
senior management conduct.
first reason, cited in 87% of failures, is the failure to blend lean Six
Sigma into "business as usual:" although General Management may buy into
the vision, if it fails to manage its Lean-Six-Sigma project programme using
annual corporate Operations Plans and procedures, it will fail.
second reason given in 79% of failures results from lack of workforce buy-in
to the need for change: this happens when General Management has failed
to communicate the reason for change and its urgency.
third reason is the impression within the workforce of a lack of commitment
of key members of the CEO’s team to Lean Six Sigma during the critical early
stages of deployment.
fourth reason is allowing the opposition to win; resistance is always very
strong when deploying change: 80% of employees perceive it as a threat and
not as an opportunity: management must identify the poles of resistance
and convince these actors that they endanger the future, and possibly, the
survival, of the organisation.
Management training tests the top team's motivation; ensures a common vision;
develops a shared sense of urgency; gets agreement on a common message; helps
to identify and to remove poles of resistance, and to plan communications
designed to arouse workforce enthusiasm. The seminar lasts two days and is
generally held as a residential weekend for the General Management team with
the Institute brochure