| Strategic planning, as applied to Six Sigma, | | | | |
| implies that the drawing down of elaborate | | | | The vision which begins its journey with |
| and systematic planning of areas of concerns | | | | upper management needs to be shared by all |
| that have far-reaching and tactical | | | | the stakeholders. It may be difficult to |
| implications at the project selection stage. | | | | demonstrate to employees that their actions |
| The purpose of strategic planning is to have | | | | relate to customer reactions directly. |
| produced fundamental decisions and actions | | | | Another missing link that needs to be |
| that guide successful Six Sigma | | | | connected is the customer himself. The |
| implementation. | | | | emphasis of Six Sigma is on factoring in |
| | | | customers & engaging them in defining needs. |
| An Overview Of Strategic Six Sigma | | | | Deploying employees actively connects these |
| | | | disjointed needs. The powerful tools of Six |
| Many CEOs are skeptical about the outcome of | | | | Sigma highlight and simplifies the linkage |
| Six Sigma, despite huge annual spending. A | | | | between key elements, activities, strategies |
| critical component which helps integrate the | | | | and finally the vision, paving way for smooth |
| visions of the leader with the functioning of | | | | sharing of ideas. The methodology of Six |
| the organization is strategic programming | | | | Sigma communicates company vision effectively |
| derived from "strategy deployment mapping". | | | | to all concerned in a language understandable |
| This is said to produce an entirely new | | | | by each of them. |
| direction for the organization. The | | | | |
| skepticism about the vision of building a | | | | Critical Mass |
| future begins to gain momentum with the | | | | |
| linking of visions to action plans and when | | | | There is also a danger of leaders getting |
| it delivers tangible results. Six Sigma takes | | | | bogged down by trivial matters of day-to-day |
| strategic planning to a different plane of | | | | operations and numerous details. Two of the |
| thinking by delivering on this promise. | | | | tools of Six Sigma (metrics), key |
| | | | requirements and differentiators, come to the |
| Success Begins With Planning | | | | rescue. These two metrics highlight the |
| | | | importance or irrelevance of some data and |
| It should not be forgotten that the | | | | push for excellence on those that matter. The |
| foundation for success is proper and adequate | | | | end result is helping leaders to envision the |
| planning. Planning is the elaborate statement | | | | strategic importance of activities and |
| of vision by the leader of the company. This | | | | steering clear of trivial, mundane things. |
| is true for both large corporations and | | | | |
| smaller start-ups. The core of transforming | | | | Deployment of Six Sigma can't be disconnected |
| organizational vision into tangible gains by | | | | from strategic planning and financial |
| employees has many steps to overcome | | | | activities, either. If the decision to |
| obstacles on the path to achievement. | | | | implement Six Sigma is a result of strategic |
| Achievements will have to be translated to | | | | planning, it means the leadership has |
| customer satisfaction for Six Sigma to be | | | | recognized the need for complete retooling of |
| successful. | | | | the organization, no matter what phase it is |
| | | | in. |
| Sharing Of Vision | | | | |