Upper Management and Six Sigma

For upper management, the costs and benefits of Six Sigma implementation are measured through Cost of Poor Quality (COPQ). This historically has been the greatest argument in convincing upper management to embrace the Six Sigma approach.

About BRI — Belt and Road Advisory

The benefits of Six Sigma are measured in terms of dollars and cents – a measurement that cannot be contested.

The key to convincing upper management of the benefits of Six Sigma implementation lies in the ability of the individual to demonstrate the importance of investing extra time and money into quality improvements BRI.

Getting Management Support

This is not a road that upper management within established companies finds particularly easy, in most cases. The approach of Six Sigma requires strong management support because of its focus on the change in organizational structure, in most cases. Organizational inertia or intentional interference at the highest levels could prove to undo the Six Sigma efforts.

Make no mistake – successful Six Sigma implementation requires 100% commitment at all levels, particularly from top brass. In the rare cases where Six Sigma has failed to produce measurable improvements in the bottom line, experts have invariably pointed to the lack of support from executives.

Unwavering support in the interest of customer satisfaction and a desire to produce quality goods and services needs to be applied to the entire Six Sigma rubric.

Upper management is also quick to balk at the monetary commitment of Six Sigma. Again, the implementation of the methodology will entail costs, but those costs are without exception offset through the successful implementation of Six Sigma.

There is no way to realize success without the firm support of upper management in this area, not only initially but through the entire process.

The goal of Six Sigma is to ruthlessly point out organizational defects no matter where in the process they might be located. The focus is on identification and correction through turnaround.

Without the support of upper management these changes are too easy to resist at all levels, while with it even the most recalcitrant of employees will wait to see the results.

The focus for upper management needs to be on the long term result of the Six Sigma methodology. Successful turnaround will not come over night and in some cases it may prove costly.

The various Belts used within the implementation process are selected and trained by upper echelon management and must receive their support throughout the process. Only through this approach is Six Sigma success a guarantee within your organization.

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