Page 101 - Six Sigma Demystified

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• Short- term focus. The linking of the project metrics with business- evel
priorities ensures the long- term benefits of the project.
• No accountability. Clearly defined project sponsors, stakeholders, and team
members provide accountability.

• Disagreement on who the customer is. Clearly defined stakeholder groups
are required in the project definition.

• Low probability of implementation. Formal project sponsorship and approv-
als provide a clear implementation channel.

• Insufficient resources. Project sponsorship by management ensures financial
support.

• Midstream change in direction or scope. Changes in the project charter must
be authorized by the sponsor and communicated to stakeholder groups.

On a personal level, good communication skills can assist in the buy- n process
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psychologically (Forum Corporation, 1996). First, show confidence in your ideas
by maintaining eye contact and smiling (when appropriate). Second, present your
ideas in a direct and concise manner, painting a positive yet realistic picture of
your idea. Third, show interest in the ideas of others by allowing equal time for
all points of view. Ask pointed questions, and use appropriate body language such
as sitting up, leaning forward, or nodding to show that you are listening and
understand what others are saying (even if you don’t agree with them).
Communication always should be respectful and inviting for all members to
participate. Toward this end, team members should “leave their badge at the
door,” meaning that there are no managers or seniority in a team meeting. The
team leaders never should consider themselves senior to anyone on the team,

nor should they feel as if this is their personal project. Rather, the project is
owned by the sponsor, and all team members are serving at the sponsor’s
request. Leading never should imply seniority or an executive privilege.
Critical to buy- in is establishment of the criteria for team decisions. Consen-
sus is the preferred approach to team decision making. Consensus is a prereq-
uisite for achieving sustained change. Consensus does not mean that everyone
is in absolute agreement, nor that everyone thinks the proposal is the preferred
approach. Rather, consensus implies that the parties are willing to accept the
proposal despite the differences of opinion that might exist. A good question
to ask stakeholders in order to gauge the level of consensus is, “Can you live
with it?” Differences in viewpoint are accepted and can be reconciled with Six
Sigma’s analytical tools. In this way, achieving consensus allows the team to