Fredrick Taylor View on Processes
Fredrick Taylor was one of the earliest thinkers in the field of business process management and also one of the most controversial figures. Some regard him as the guru who gave the world a new paradigm called scientific management while others (especially labor unions) regard him as the mastermind who created conditions suitable for the […]
Step 4: Develop a Business Case for your Project
Now that we have the problem as well as the goal statement handy, it is time to ensure that these statements are well articulated in the business case. The management has to choose amongst several possible six sigma projects while granting its resources. The ones that do succeed in getting the resources from the management […]
The Resource Curse: The Problem with Commodity Dependence
A large number of developing countries across the world are dependent upon commodities. About 135 of these developing countries were surveyed, and it turned out that more than 94 of these countries are commodity dependent. This means that primary commodities like food grains, oil, etc. account for more than 60% of their total exports. Prima […]
Six Sigma Control Phase: How Statistical Process Control Works?
Control is all around us. We control the household appliances, the time schedules we follow and such mundane tasks of our everyday lives. We are intuitively aware of these principles. However putting these principles down explicitly helps us develop a formal understanding which we can then use in creating a control plan for our process. […]
Proven Quality Management Tools for Professionals
Quality Management tools help organization collect and analyze data for employees to easily understand and interpret information. Quality Management models require extensive planning and collecting relevant information about end-users. Customer feedbacks and expectations need to be carefully monitored and evaluated to deliver superior quality products. Quality Management tools help employees identify the common problems which […]
The actual work done in a Six Sigma project is done by the members involved. The Project Lead, Finance Certifier, Project Coach are all planning and enabling the team members to work in some way. Since the Project Team is usually a heterogeneous mix of people from different departments, there is no uniformity in the roles and responsibilities that they have. However there are some basic issues that must be known when it comes to understanding how a Six Sigma project team actually works. Here is an explanation of the same:
The Six Sigma Project team members are required after the Define stage of the DMAIC process. During the define stage, the higher levels of management create a high level plan and select concerned personnel. After this, the baton is passed to the members of the Project team, the workings of which are very unstructured.
In most cases, it is the duty of the Project Lead to ensure that the division of work has been done in an appropriate manner. The Project lead must also ensure that the workers understand their tasks and are capable of performing it within the specified period of time.
Members in the team may belong to different departments and have different designations. However, within the team they have equal status and report to the Project lead.
A Six Sigma Project Team usually consists of:
Not all members in a Six Sigma team are deployed simultaneously deployed. In fact, different people are needed at different stages of the project. This makes co-ordination a bigger challenge. If left unchecked, an endless blame game can ensue.
The Project lead has to play the key role of mediator. There are tollgates at every stage of the project. If the work done by the previous person has been deemed fit by the Project Lead and Project Champion, then there should usually be no issues with it. Considerations if any need to be raised to the Project lead who will then check if there is actually a need for re-work or improvement.
The real challenge in managing a Six Sigma team is that it cannot be micromanaged. They have to perform creative roles. The Project lean can articulate their vision, however the real success of the project comes when employees are motivated enough to go beyond what is expected and create a truly robust solution.
The responsibilities of a Six Sigma team are decided and written down in a charter. The individual responsibilities are communicated and discussed. However, as any experienced person will tell you, a lot of unseen issues come up when the project is being implemented and it requires the drive and initiative from the team to navigate them and make the process a success.
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