Page 187 - Six Sigma Demystified

Chapter 7 i m p r o v e S tag e 167

One of the most obvious— yet still overlooked— reasons for problems at this
point is lack of communication. Previous chapters have discussed the need for
regular updates with the stakeholder groups to avoid surprises at the improve
stage. These updates allow a vision of the solution to be formed over time by
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stakeholders, increasing the likelihood of buy- n to the solution. Through proper
communication, stakeholders will understand the need for a solution in the
define stage, appreciate the extent of the problem in the measure stage, and
realize its complexity through the analyze stage. Exercising rigor during the
improve stage brings clarity to the solution for each of the stakeholder groups.
Nonetheless, even when the solution is evident, the project team must focus
on proper communication to ensure support through implementation of the
solution. Starting with the project sponsor, each step of the solution, with a
contingency plan in the event of failure, must be presented in a clear and
orderly fashion to the stakeholder groups. The sponsor must convey the specific
authority to the project team, properly communicated through the organiza-
tional hierarchy, to implement the specific solution beginning at a specific date
and time. Process personnel and their immediate management must be cogni-
zant of the authority vested in the project team in implementing the solution
and provide the necessary support to ensure its proper implementation.
Process personnel must be provided with clear instructions on their new
procedures, especially with regard to process failures. While the control stage
includes detailed training on the new process procedures, at this point, the
procedures still may be somewhat in flux until the solution has been deployed.
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Depending on the extent of the solution, n- depth training of all personnel
could be premature until the process and its procedures have been stabilized.
This state of transition requires oversight by the project team and/or process

personnel (under the direction of the team) to ensure that the process output
meets the expectations of the authorized solution. The goal is to quickly estab-
lish the merits of the solution so that the project team can move to the control
stage, where in- depth training can be conducted. Until this training takes place,
the project team must work closely with process personnel to communicate
proper action and understanding of the process conditions.
Statistical analysis of these conditions, generally using control charts, is
needed to verify the results. As discussed in Chapter 8, statistical control of the
process is necessary if project success is to be measured. Hypothesis tests on the
difference in means may be used to compare the process before and after
implementation of the solution.