Importance of Open Communication Throughout a Six Sigma Deployment By Frank Lucer At Isnare.com Ezine Articles

While understanding the concepts and key principles that form the foundation of Six Sigma strategies are important to a project's success, communication is just as critical. It must happen fluidly at all levels of an organization; information about the project and its deployment should be disseminated to employees, managers, and department heads. In doing so, project leaders can help those resources determine ways in which they can contribute.

Communication must also flow easily throughout the ranks of the Six Sigma experts. Green Belts, Black Belts, Champions, and all other team members must communicate often and openly in order to ensure a project's success. In this article, I'll briefly describe the upheaval that an organization endures during a project. I'll also explain why top-level management buy-in is critical. By the end, you'll understand why it's important that all levels involved in a Six Sigma project communicate with each other throughout deployment.

Organizational Upheaval

Any time a Six Sigma strategy is deployed within a business, it creates a number of stresses on that organization's resources. Not only can it lead to confusion among the employees, but the deployment can require resources that are already stretched to the breaking point.

For example, many companies have implemented cost-cutting measures over the last few years. Often, those measures translate into additional responsibilities for their current staff. When a Six Sigma team begins a project, they often require the time and skills of employees. When management fails to provide those employees with the resources they need to respond, it can lead to frustration. Over time, that frustration can turn into resistance to the team's initiative, impacting their chances for a successful conclusion to the project.

Getting And Keeping The Buy-In

Six Sigma experts have learned over the years that getting high-level managers to buy into the initiative is crucial to its successful deployment. What's more, once top management has indicated their commitment to the project, they must remain committed throughout its implementation. While delivering the rationale for deploying an initiative can lead to management's initial commitment, ongoing communication is necessary to maintain that level of devotion.

There are a number of reasons why this buy-in is critical to success. Once top managers support the project, they can communicate its benefits to employees. In doing so, management can encourage department heads (as well as their respective staff) to cooperate with Six Sigma teams. Plus, when employees know that the initiative has the complete support of the organization's top managers, it helps to eliminate confusion and resistance.

Project Team Communication

As I've described, it's important for Six Sigma operatives to encourage open communication throughout the ranks of an organization. However, it's just as important to communication openly within the project team. Black Belts who are supervising individual teams should communicate the overall strategy being deployed, along with a schedule which details the tasks required during the project. They should also communicate the roles and responsibilities of each team member, and the expectations for their contribution and deliverables.

Managing The Dissemination Of Information

Open communication provides the framework around which the entire Six Sigma initiative is built. An organization's top managers, including the CEO and department heads, should communicate their support for the project. Black Belts should further communicate with each team member, describing roles and expectations. Master Black Belts must coordinate efforts between teams and a business's departments. Finally, Champions should encourage dialogue from their project teams while providing information, time lines, and progress reports to the CEO.

Throughout a project's implementation, communicating openly with every area within the organization is paramount. The success of the initiative is largely dependent upon it.

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