Making the project succeed
6 Sigma, the culture of measurement
Sigma is not a punctual improvement. It is an in-depth reform of the whole organization and mentalities.
Thus training, accompanying change and continuous measurement of performance must be taken care over. The effort must be continually sustained.
Conditions of success of the Six Sigma project
The success of the project is based on specific parameters:
- an approach per project, each one well-delimited in terms of sphere of operation, delays and budget
- clear, concrete, specific and well-known objectives
- an extensive training programme of all direct and indirect key actors of the project
- a constant cooperation and participation
- an effective measurement system
Establishing the culture of measurement: the lever of success
The spread of measurement is at the root of the 6 Sigma method. However, this sense of measurement isn't limited to the project implementation step. Actually, it is a real culture of measurement that must be established within the organization. Joseph JURAN observes that the main obstacles for the implementation of continuous improvement aren't set at the moment of the project. When the latter is correctly introduced, enthusiasm and will of action become realities.
The main threat appears long afterwards, when past habits get over it. Regression is indeed the most tangible and common threat. This regression will not only cancel out the promised incomes, but will also let drift a vague feeling of uselessness likely to demoralize and to ruin the enthusiasm of the whole staff for next projects.
Establishing the culture of measurement: SIX SIGMA and GIMSI©
On the other hand, the measurement system is not limited to the measure for measure but must be a real piloting tool within reach of all the actors of the project. Performance is not an abstract notion.
Everyone must know where he stands in order to act in the right direction and to estimate the risks with precision at the same time.
The Gimsi methodology presented on this website is particularly suited to this final kind of improvement approach which favours the principle of modern management based on extended cooperation and decision making for everyone.
As some people enjoy repeating : "Improvement is everyone's matter."
It is a very good slogan. But each company member (actor of the processes) still has to dispose of all the means, know its responsibilities, know how to define its current position, value the direction sense, value the effort to provide, and last but not least, to know how to measure potential risks.
This is what the Gimsi method is offering.
All trademarks mentioned on this page are the property of their respective owners.