When implementing innovative techniques, though, it is important to remember that not all of them will work. In fact, some innovations may lead to failures or redundancies within the system, both of which cost the corporation in terms of money. Six Sigma tools are no exception, although the system does allow for redundancy correction.
One Size Does Not Fit All
First of all, it is important to note that just because a certain Six Sigma tool worked well in one company does not mean the success will transfer over to other companies, necessarily.
Remember that the idea of Six Sigma is to employ the methodologies in a process where there is an opportunity to reduce waste and defects. Without determining the effects that Six Sigma implementation may have on a business process, the chances of redundancies occurring go up.
This is why Six Sigma professionals make a point of analyzing the techniques used, so they can determine the root cause of any redundancies.
Remember, though, that the implementation of the Six Sigma process has probably occurred over a long time span, in many cases four to six months, depending of course on the size of the project.
Determining Redundancy Causes
In order to determine the root cause of a redundancy, Six Sigma professionals must look at various areas, including choice of project, failure modes and effects analysis (FMEA), assessment of measurement system, analysis of variance through ANOVA, and statistical process control.
Six Sigma professionals will also look at documents created during the implementation stage to find the root cause of redundancies.
It is important to note that this process is a completely different function, independent of Six Sigma audits within the DMAIC and DMADV methodologies.
Some Six Sigma implementations result in redundancy due to a failure of company employees to embrace the system and the changes it promotes.
While the negative attitude factor is second to the incorrect use of Six Sigma techniques in the first place, it is still a matter which needs to be addressed.
Many times, employees labour under the assumption that Six Sigma results will inevitably lead to downsizing, and thus do not display interest in the project. Departments also have a hard time accepting the process due to the long time span it can take to achieve desired results.
There are no special tools that have been developed at this time when it comes to finding the root cause of redundancies.
Theory of Invention Problem Solving (TRIZ) has been employed by some Six Sigma professionals, but most continue to use the basic tools available for implementation.
The procedures used to find faults during implementation can be repeated in the search for redundancy causes.
In order to ensure the proper detection of any root cause, it is essential that an employee who is senior and has been in the corporation for a long time handle the project.
The knowledge about existing processes and systems possessed by this type of employee will be thorough, thus making it easier for her to detect the root cause.
An employee in this position is likely to have a better relationship with other employees in the department, who may be reluctant to share negative views of Six Sigma with anyone else.