What makes a successful Six Sigma management team?

The core connotation of Six Sigma management is summarized into 6 aspects:

First, the focus of attention on the customer is six.

version of Sigma's Soul;

Second, the right is based on a fact-based and data-driven approach to management. Based on facts and data, that is, focusing on the use of statistical methods and tools, rather than subjective assumptions based on experience and individuals, this can be said to be the source of Six Sigma's core combat effectiveness;

Third, focus on process improvement. Processes rather than specific work tasks or goals are key to Six Sigma, which ensures the continuity of Six Sigma;

Fourth, active management with foresight;

Fifth, borderless cooperation. This is a negation of the cost of traditional organizations, and it enables Six Sigma to break through within a traditional organizational structure in a project-based manner, and create a new culture from point to point;

Sixth. Strive for perfection and tolerate mistakes. This is not only an external guarantee for the successful implementation of Six Sigma, but also a new culture that Six Sigma can create, and it is this new cultural connotation that makes Six Sigma go beyond a simple management technique, it represents a desire for a new order.

1. Use DMAICs

DMAIC can be referred to as the backbone of the Six Sigma methodology. The principle is simple; Define the problem and find ways to solve it effectively. Every employee has different work habits.

If you're having trouble managing team members, ask DMAIC for help. First, assess the situation; What went wrong? Once you have this problem, work with the staff to solve the problem.

It's important that you focus on providing constructive feedback and help when needed.

2. Listen to them with DFSS.

Design for Six Sigma (DFSS) is another excellent way to manage your employees. This approach looks at two voices: process and customer needs.

First, understand the employee's role requirements. Do they oversee a project? Do they collect and analyze data?

Understanding this can help generalize where team members are lacking in their roles. Then, ask your employees to see what is causing the problem at hand. Sometimes, simply talking directly to a team member can help them change their work habits and realign their focus with the task at hand.

3. Understand the situation through Root Cause Analysis (RCA).

Sometimes, the problem you see isn't always the actual cause of the error. When managing a team, it's important to get the information accurate and meet the deadlines. For example, if an employee fails to submit a project status update on time, it's natural to assume that it's the employee's fault.

However, a closer look may reveal more information. The employee may have sent you a report, but they didn't type the correct email address. In other words, the rush to blame sometimes dishonors is not productive.

If you're facing a similar problem, take a root cause analysis approach. The approach is designed to assess the problem in the process, in this case by solving the problem in the team and finding out the immediate cause of the problem. Once you know what's causing the problem at hand, it's much easier to mitigate it.

Managing a Six Sigma team has proven to be a considerable responsibility. Because Six Sigma is a team process that requires multiple levels of collaboration, no one can manage a Six Sigma project alone. Just as organizations that benefit from Six Sigma are the ones that truly manage Six Sigma.

Success in managing a Six Sigma team starts at the top of the organization. Company leadership must provide the team with the resources and authority to apply Six Sigma concepts to their day-to-day activities. They must also ensure that organizational goals are aligned with the Six Sigma project and that any barriers to Six Sigma deployment are removed.

It is also important to properly select and train Six Sigma team leaders, as they have the most direct responsibility for managing a Six Sigma team. Six Sigma Black Belts are team leaders and key change agents in the Six Sigma process. The role of Black Belts is to promote Six Sigma adoption as part of the culture, and they lead and manage Six Sigma teams to sustain significant results.

Managing a Six Sigma team boils down to two important aspects: leadership and coaching. As a team leader, a Black Belt is required to be directly involved in the project team.

This is a key element because it enables businesses to cut in and implement improvements quickly and efficiently. Six Sigma includes tools and practices that replace passive habits with dynamic, responsive, and proactive management methods. As a team leader, Black Belts must be comfortable adapting to circumstances, including the need to accept and cope with occasional setbacks.

This includes dealing with team conflicts and "problematic people," as well as minimizing out-of-control meetings and personal interactions.

A Six Sigma management project is a specific process by which a team with clear responsibilities applies the Six Sigma methodology (DMAIC or EFSS) to find the best solution and achieve the predetermined goals within a defined timeframe.

The process of selecting a Six Sigma project is the process of determining a Six Sigma project through analysis

Step 1: Determine the general direction of the project.

Step 2: Decompose y into several y, such as y1, y2, ,..yn and determine where the project is being improved. To do this, it is necessary to decompose the digging layer by layer.

Step 3: Identify the key quality characteristics (CTQs) that customers are concerned about for the selected Y that needs to be improved.

Step 4: Determine the project topic according to the CTQ - the specific project name.

The selection process for Six Sigma projects is shown in the figure below.

1) Determine the general direction of the project

Determining the general direction of the project is like finding a lighthouse in the sea that indicates the direction, only with the right direction of the project, we can implement the project in the right direction, in general, it can be considered from the following aspects:

1) Determine the direction of the project based on the opportunities for improvement identified in the performance excellence evaluation.

2) Determine the direction of improvement of the project based on the indicator weaknesses in the company's or department's scorecard.

3) Find out the outstanding gaps through competition and level comparison.

4) Determine the main direction of improvement based on the analysis of the key needs and expectations of internal and external customers.

The advancement of Six Sigma is a process of continuous pursuit of "perfection", and the road of Six Sigma is also a long-distance journey with only a starting point and no end.

Therefore, having a correct and firm understanding of "Six Sigma Change" is the basic quality of qualified Six Sigma promoters.

1. Six Sigma promoters must have a firm mentality.

Six Sigma facilitators must be firm in the process of advancing Six Sigma and face setbacks in the process of advancing.

The advancement of Six Sigma needs to learn from Liu Bei's spirit of "three visits to the thatched house".

Advancing Six Sigma is not going to be smooth sailing, as it is a spiraling process, and there are bound to be regressions, regressions, and even failures.

Therefore, we must have confidence, patience and firm will to infiltrate and strengthen the concept of Six Sigma, only for Six Sigma, and only for the company to use Six Sigma.

2. Six Sigma promoters must continue to learn and improve themselves.

As the promoter of Six Sigma, basic knowledge of Six Sigma is necessary and the premise of work advancement.

We must not be satisfied with the mastery of basic knowledge, but must continue to learn and improve.

The promotion of Six Sigma is a system project, not a team of Six Sigma, involving R&D, production, technology, sales, finance, human resources and other departments, from leaders to employees at all levels. Therefore, Six Sigma promoters must have the awareness of systematic thinking, have efficient communication and coordination skills, and be able to shuttle and coordinate work between various departments, seek common ground while reserving differences, and achieve overall optimization.

The core of Six Sigma management: Six Sigma is a management philosophy dedicated to perfection and customer satisfaction, and SPC is a tool that supports this management philosophy.

The core process is the most important department or operation link to create customer value, such as customer attraction, order management, loading, customer service and support, development of new products or services, invoicing and collection process, etc., which are directly related to customer satisfaction.

Correspondingly, processes such as financing, budgeting, human resource management, information systems, etc., are auxiliary processes that support core processes, and they are indirectly related to improving customer satisfaction. The core processes vary from company to company.

All traditional quality management tools such as SPC, MSA, FMEA, QFD, etc., are essential tools for Six Sigma.

Answer]: b, d, e

Six Sigma management should establish a Six Sigma professional team that meets the requirements of the project, rather than a full-time department engaged in quality management, so option A is wrong. Continuous improvement is one of the eight principles of quality management, and it is not unique to Six Sigma virtual management.