![]() ![]() ![]() ![]() Generally speaking, any assessment should be communicated to the organization well in advance of when people will be required to respond.Ĭommunications also may be repeated a few times to reinforce its importance. Without communicating the purpose of the assessment, the schedule, the roles and responsibilities of individuals during the assessment, the confidentiality of statements and documentation, and what will be done with the results, organizational resistance can create an environment where gleaning accurate information will be nearly impossible. Communicate to Avoid Organizational ResistanceĪny assessment can be a source of trepidation for an organization. Minimize risk and improve cycle time of deployment (especially project selection).Įxisting strategy documentation, goals and objectives, policies, procedures, process documentation, data, organizational charts and other pertinent plans and information will provide a basis for evaluating both the scope of the prospective assessment and serve to help in the planning and preparation for the assessment.Recommend a set of next steps and tune Six Sigma deployment plan accordingly.Identify potential obstacles and mitigation strategies.Identify leverage points and areas of opportunity in upcoming projects and existing processes.Validate critical business measures and selection high leverage projects (from existing clusters).While each of these assessments may have been created for a purpose other than determining readiness for a Six Sigma initiative, many of their attributes are useful in determining readiness or maturity. These may include assessments and audits such as the ISO Series (ISO9000), CMM/CMMi®, national or state quality awards, or a company’s own existing assessment program. Mature organizations may already have in place a variety of comprehensive and regularly scheduled assessments, from which much of the necessary information may already be available. Several factors must be considered when deciding when, how and just how much assessment to do. This is the concept behind a readiness assessment used to drive successful initiative planning and rollout. Understanding these processes and systems enables an organization to logically build out an implementation plan while mitigating potential risks of failure. Within this dynamic environment of moving parts lies the groundwork for a highly successful initiative or – at the other end of the spectrum – a train wreck. This variation can be attributed to a variety of causes including – organizational structure (e.g., centralized versus decentralized), organization size, geographical diversity, previous initiative rollout experience, management style/culture, management infrastructure (e.g., tools to enable clear and concise communication, measurement and reward/recognition) and contention for the best resources. In most organizations there is a wide range of both experience and infrastructure to deal with such issues. These initiatives also must consider the stability, accuracy and maturity of the core processes, measurement systems and the people they will affect. Successful corporate initiatives such as Lean Six Sigma require proper planning, prioritization, resource allocation, budgeting, training, and proper review and reward mechanics. ![]()
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