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