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The Six Sigma Cycle of Change

by tjacowski

The most effective way to sustain change is by repeating it from
successful experiences. Successful Black Belt and Green Belt
projects will help drive change in the company's culture.

Change is not an overnight process. It happens when you drive
results through Six Sigma projects. When the Six Sigma project
shows results, everyone involved in the project or related to the
project will realize Six Sigma as a disciplined problem-solving
technique which is data driven in decision making. When you start
experiencing the results, the change culture becomes a part of
your life and you do not give it up until you achieve expected
results.

However, the starting point of Six Sigma change implementation
cycle is what is difficult. Six Sigma change process is a closed
cycle. It involves experience results, culture change and change
behavior.

Change Behavior

Changing behavior is the starting point of the cycle. You can
decide to do things differently. It is not easy to do so, but if
you decide and are resolute about going ahead with it, it is very
much possible.

Equally necessary is the efforts= to sustain the change. When
results are produced reasonably fast it drives a culture change.
This culture change will be of a permanent nature.

Culture Change

The power of Six Sigma to create a culture of continuous
improvement lies in changing the way work gets done by changing
processes and educating people to understand the new process and
solving problems with its help. In Six Sigma culture, the
knowledge of processes and improvements is spread throughout the
organization.

Companies who have succeeded in creating this Six Sigma culture
also have leaders with Six Sigma experience.

Experience Results

To realize culture change, you need to experience the results. A
positive experience is one where you have delivered results.
Through the experiences of positive results, you will be able to
start this cycle of change. The leaders with Six Sigma background
have first hand experience in applying Six Sigma to problem areas
effectively.

They are aware of the complex issues that may arise and the ways
to handle them systematically and practically. They lead by
example and motivate by influence and not by persuasion. They are
aware of ambiguities of the project. They have the art of taking
along people on the journey to change even when the path is not
clear.

They know how to manage conflicts among the stakeholders, and
are good communicators of changes and improvements in the
projects.  They are able to communicate them to the people
concerned - team members and business leaders.

After being involved in the Six Sigma projects, these leaders -
mostly Black Belts - assume line management assignments. Being
involved with Six Sigma, they have a different viewpoint of the
problems. This is cultural change. Leaders are the bearer of the
cultural change in the organization. They lead their teams and
the organization to change for the better. They can take efforts
to sustain change that they have brought out in the process and
the organization.

It may be difficult to get the cycle of change rolling. But once
it is in motion sustaining it becomes easier. Six Sigma has the
energy to build this motion or culture and keep it going.

Tony Jacowski is a quality analyst for The MBA Journal.  Aveta
Solution's Six Sigma Online offers online <a
href="http://www.sixsigmaonline.org">six sigma training</a> and
certification classes for six sigma professionals including, lean
six sigma, black belts, green belts, and yellow belts.

Syndicated by Top Gazebos - www.topgazebos.net

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