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Six Sigma as a Way to Develop People
One of the many benefits of Six Sigma is how it helps to develop
people. The dual processes of Six Sigma training and Six Sigma
projects cultivate excellence in not only product quality and
financial savings but also in the knowledge, confidence, and
quality of the people in your organization. People are, after
all, your organizations' most valuable assets. To sustain and
continuously improve, an organization needs to develop its
people. Six Sigma helps to develop your people in two areas: it
develops leaders and it empowers people to be knowledgeable and
valuable contributors to the organization's success.
Every organization needs people with leadership qualities .
Leadership skills are needed at every level in the organization.
Consistent Six Sigma training and implementation from the
executive level through line managers will help grow leadership
in your organization. With Six Sigma, there are many
opportunities to develop leadership skills and leadership
qualities at all levels in the organization. Six Sigma
certification training and the hands-on real-world training of
leading Six Sigma projects cultivate management skills.
Six Sigma seeks to grow leaders in an organization through its
training programs. People who have completed Six Sigma training
earn a Belt title. It denotes their level of knowledge and
responsibility. A Green Belt is an individual who has completed
two weeks of training on the Six Sigma roadmap and essential
elements of statistical methodologies supporting Six Sigma
projects and who is a member of a Six Sigma process improvement
team. A Black Belt is an individual who has completed four weeks
of training focusing on the Six Sigma Roadmap and extensive
statistical methodologies and is experienced in leading
cross-functional process improvement teams. Black Belts become
leaders of Six Sigma project teams and they mentor other
employees to help them improve.
Six Sigma values leadership, but it also values involvement from
employees at all levels of the organization. If anyone can get
to the root of a problem and help solve it, then it doesn't
matter where the idea comes from. Six Sigma has to have complete
support and commitment from all levels of the organization. Six
Sigma requires buy-in from everyone involved in the business
processes that are measured. This requirement actually helps
build a better organization.
Involvement from all levels of employees comes about from the
Six Sigma strategy of building project teams. Continuous
improvement processes, such as Six Sigma, means including
people, gaining their involvement, and then
supporting what they
are trying to accomplish. Six Sigma asks for input on
improvement solutions from all employees because it recognizes
the value of creative solutions to problems from any and all
sources. The simple reality is that line workers know some
things the higher ups don't. Front-line employees understand the
customer better than anyone. Organizations that solicit ideas
from line workers will uncover innovative solutions to problems
that could never be uncovered by detached analysis.
Involving people through Six Sigma also leads to empowering
people. Six Sigma's data-driven methodology gives people
appropriate feedback on the process and levels of improvement
they are achieving- what they did well and what they did badly.
Through Six Sigma, your people are given real solutions to
eliminate the real root causes of problems. Plus, it gives them
the understanding of the whats, wheres, and whys because the
data is there. Thus, Six Sigma helps to develop the knowledge,
confidence, and quality of the people in your organization.
Further, Six Sigma helps promote a culture of trust so that
everyone's energies will be directed into positive and
constructive work. Such a culture consists of including people,
giving them the tools they need to succeed, an appropriate level
of influence and control, and being open with them. As trust
builds people start to get more involved, become more committed,
accept more empowerment, and deeper levels of trust develop.
Team work, coordination of activities, trust amongst the team,
and knowing the process makes the effort of Six Sigma
successful.
The result of doing this well is professional growth, improved
morale and positive attitudes toward cooperative efforts. Six
Sigma will become one of the factors that not only fuels
dramatic quality improvement in your employees but creates an
outstanding workplace.
Peter Peterka is President of
Six Sigma us. For additional information on Six Sigma Jobs
or other Six Sigma
Green Belt project programs contact Peter Peterka.
About the author:
Peter Peterka is the Principal Consultant in practice areas of
DMAIC and DFSS. Peter has eleven years of experience performing
as a Master Black Belt, and has over 15 years experience in
industry as an improvement specialist and engineer working with
numerous companies, including 3M, Dell, Dow, GE, HP, Intel,
Motorola, Seagate, Xerox and even the US Men's Olympic Team.
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