I would like to do a Six Sigma project in HR. Can someone lead me?
I see within my organization that a lot of people deviate from the desk procedures (operations). Having tested the process, I see auditors have been identifying defects. However, I would like to find the root cause for the same. How do I identify a project? Will this be a Six Sigma project that I can run? Please help me.
From India, Bangalore
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I see within my organization that a lot of people deviate from the desk procedures (operations). Having tested the process, I see auditors have been identifying defects. However, I would like to find the root cause for the same. How do I identify a project? Will this be a Six Sigma project that I can run? Please help me.
From India, Bangalore
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Hello, have you been trained in Six Sigma? Have you got a clear mandate from the top management? If not, then go slow. If your organization is not yet tuned to Six Sigma, then start with simple Kaizen projects. Show improvements, then sell the idea of Six Sigma. Identify people who can be trained as Black Belts and start at least 6 to 8 projects with at least three Black Belts, depending on the size of the organization.
Siva
From India, Chennai
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379Siva
From India, Chennai
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Hi Siva,
Thanks for your comments. I have been trained in Six Sigma and have also been Yellow Belt certified. I see areas of improvement, but how do I sell my point to management? I belong to a middle management family, and unless my manager approves the ideas, I don't see them reaching senior management level. I see a roadblock there. Secondly, I do not wish to create an atmosphere of ill feeling by having reached senior management without my immediate manager's approval.
Please tell me more about Kaizen projects. Is it something related to Lean?
From India, Bangalore
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Thanks for your comments. I have been trained in Six Sigma and have also been Yellow Belt certified. I see areas of improvement, but how do I sell my point to management? I belong to a middle management family, and unless my manager approves the ideas, I don't see them reaching senior management level. I see a roadblock there. Secondly, I do not wish to create an atmosphere of ill feeling by having reached senior management without my immediate manager's approval.
Please tell me more about Kaizen projects. Is it something related to Lean?
From India, Bangalore
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Hi,
Kaizen is all about continuous improvements. Statistical tools are used here as well. It is a Japanese term.
You can pick up very small projects like telephone cost reduction in some areas. But one danger in doing these projects is that you will be branded as a cost-cutting person. Moreover, Six Sigma will also be looked at as a cost-cutting tool.
Pick up some improvement plan and form a small team. Use DMAIC. Convert percentages into Six Sigma and show people how these improvements can be highly beneficial. Tell your immediate boss that you need his advice on starting Kaizen. You will get support.
Use Six Sigma tools and pick up Six Sigma projects. No one will identify the difference to start with. When they see lots of improvements, they will sit up. I have used this technique and took a particular process to 3 to 4 sigma levels in just three months from just 1 sigma level. Then the organization looked at it seriously. The only difference is that I was the HR Head. No boss to me.
Siva
From India, Chennai
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Kaizen is all about continuous improvements. Statistical tools are used here as well. It is a Japanese term.
You can pick up very small projects like telephone cost reduction in some areas. But one danger in doing these projects is that you will be branded as a cost-cutting person. Moreover, Six Sigma will also be looked at as a cost-cutting tool.
Pick up some improvement plan and form a small team. Use DMAIC. Convert percentages into Six Sigma and show people how these improvements can be highly beneficial. Tell your immediate boss that you need his advice on starting Kaizen. You will get support.
Use Six Sigma tools and pick up Six Sigma projects. No one will identify the difference to start with. When they see lots of improvements, they will sit up. I have used this technique and took a particular process to 3 to 4 sigma levels in just three months from just 1 sigma level. Then the organization looked at it seriously. The only difference is that I was the HR Head. No boss to me.
Siva
From India, Chennai
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I agree that I should start looking at a few improvement areas within the organization, and if that makes any difference, then, as you said, it cannot be missed by management. I should proactively start observing even the simplest of things that we do on a day-to-day basis. Thanks a ton for your note. I will be back if I have any questions.
From India, Bangalore
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From India, Bangalore
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