Six Sigma and Corporate Values of the Companies:- The company has become a “playground”, transforming individuals into high-level athletes, in the service of change. Their mission: to create performance and value by focusing on processes that has a direct impact on “customer satisfaction”, the way to make profits. The approach developed moderately in France in the 1990’s, due to an image of quality often associated with management by constraints.
The current context of the crisis seems to give new impetus to this approach. It gives quality a larger dimension. We talk about performance, from innovation on the organization to operational excellence, even if this term seems to me too strong and too elitist.
The Six Sigma approach breaks with sterile debates and hesitations about the choice of breakthrough or continuous improvement. It shows the utility of both approaches by creating a break and continuously improving the entire company. Thus, it reduces the risks of resistance to change that are identical regardless of the project and often related to a lack of vision of the project, low support from the management team, a lack of clear objectives and the natural fear of change. The approach is often initiated by the management team, led by internal project managers (“Black Belt”) according to the DMAIC method and thanks to the involvement of the company’s staff. Beyond the financial indicators,
Cultural Values Shared with Six Sigma
Through my experiences, my research, my meetings, I was able to discuss the theme of Six Sigma and its concrete vocation to change the company by orienting it on simple and effective ways of performance and efficiency. As my thoughts matured, these men and women helped me fuel my vision.
The results are quite telling. The generalization of the approach to the entire value chain of the company undoubtedly reveals the ability of an organization to move towards values that will allow it to evolve in a changing environment!
The values associated with Six Sigma (revealed and / or accented) are the following:
- A team spirit with a rapprochement of the professions around the same objective.
- A culture of change with a methodology that allows the individual to be creative (designs the business in a simple and effective way, solve problems by looking for root causes).
- Communication enhanced by a “vision process” of the company that avoids a compartmentalization of trades.
- A stronger commitment! No more consultants crossing our offices without knowing what it is, reinforcing our fears and these famous sounds of corridor according to the old adage of “give me your watch that I give you the time”! With Six Sigma, the staff is involved and has new skills that promote reciprocity and “win to win” that everyone is talking about systematically. Operational language and rapid success motivate and lend credibility to the approach.
- A culture of measurement is established in the organization, not only in projects: if we can measure, we can correct. The measurement system becomes a steering tool and being able to prove what is going on and give measurable objectives becomes a rule of operation.
- Customer satisfaction is the key and starting point of Six Sigma, which promotes a transversal approach to work.
- Operational excellence takes all these forms with an approach to control each of the processes of the company.
Hoping that now you will not see Six Sigma in the same way! Emmanuel Pascart holds an Executive Master from ESCP Europe and Supelec in Business Consulting and a Master in Business Management, the author combines experience in marketing and commercial strategy and in project management with the approach Six Sigma. He has implemented at the marketing level the services of a major computer manufacturer and a software publisher. Then, he integrates large multinational industrial companies to manage the key accounts projects and is asked to join a Six Sigma project group on Europe. Since then he is passionate about the change management associated with Six Sigma.