| In the workplace, there are numerous | | | | activity would incite teamwork. |
| practical principles that are aiming to | | | | |
| further improve and boost corporate | | | | 3. Understand any problem. When trying to |
| performance. While Japanese manufacturers | | | | solve problems about defects, it would be |
| have devised and developed their own | | | | helpful if the challenge would be understood |
| workplace principles, elsewhere in the world, | | | | well based on collected facts. Be reminded |
| other companies have also developed and | | | | that managers and employees would not be able |
| adopted their own. United States-based | | | | to jointly resolve issues and problems if |
| Motorola Incorporated has its Six Sigma | | | | there is not sufficient understanding and |
| principle that is widely adopted and | | | | comprehension. |
| implemented by a number of major global | | | | |
| companies worldwide. | | | | 4. Use appropriate tools and instruments in |
| | | | developing ideas and solutions. Your company |
| Six Sigma is basically about eliminating | | | | must allot enough capital amount to investing |
| defects when manufacturing. Since the | | | | in necessary equipment, tools and gadgets as |
| systematic method was introduced in 1986, Six | | | | well as to human resource training and |
| Sigma has been adjusted so that all companies | | | | education so that there would be enough |
| and organizations, big or small, can | | | | working resources to do tasks better. This |
| definitely practice the principles. If you | | | | way, setbacks can be reduced significantly, |
| are managing a business or an organization, | | | | if not totally eliminated. Defects could also |
| it would be helpful if you would train | | | | be trimmed and prevented. |
| yourself and your staff to use the Six Sigma | | | | |
| principles. | | | | 5. Set a good relationship with shareholders. |
| | | | Structures of modern companies are usually |
| Training to use Six Sigma is not really hard. | | | | consisting of course of employees, managers |
| As a practical and simple guideline, here are | | | | and investors. It would be ethical and |
| several simple steps on how firms and groups | | | | appropriate if shareholders would regularly |
| can easily eliminate defects in their | | | | be updated about problems occurring. |
| respective operations. | | | | Likewise, they should also be involved in the |
| | | | process. |
| 1. Spend ample time to plan the project well | | | | |
| ahead of time. Big and even small projects | | | | 6. Execute the project well. As a manager, it |
| need to be planned well to ensure success. In | | | | is your duty to make sure the implementation |
| the planning process, it would be | | | | of the plans and timetables would run |
| advantageous if a working conceptual plan | | | | smoothly. |
| would be put in place. Set meetings with | | | | |
| involved staff and inform all business | | | | 7. Assess the outcome. See if it satisfies |
| members about the upcoming project or any | | | | and delivers the target. If the goals were |
| business proposal. | | | | met, make sure the effort would be sustained. |
| | | | This way, similar defects or problems would |
| 2. Set goals. In corporate and manufacturing | | | | not be encountered again in the future. |
| operations, it is imperative that managers | | | | |
| set business goals so that the operations | | | | Some companies are already implementing and |
| would be very much guided accordingly. In | | | | practicing the Six Sigma, though those firms |
| this step, also determine the scope of the | | | | may not be fully aware of it. In the modern |
| project. Set dialogues between managers and | | | | business landscape, companies are striving to |
| workers so that everyone could understand | | | | subject all employees to trainings in using |
| what there is to know and implement. This | | | | Six Sigma. Obviously, the principles work. |