Preparing for Change

Even the best laid plans for improving quality have little chance of success if an organization is unprepared to embrace change wholeheartedly. Implementing lean Six Sigma process improvements requires cultural as well as task changes. Improvements must be seen as having value, otherwise they can be considered a threat, and will be vulnerable to sabotage before change is implemented. The most accurate data collection methods and most creative process solutions efforts will fall short of the mark unless all levels of a company are invested in the successful implementation of lean Six Sigma standards.

Leadership and Change

Confidence in an organization's success is communicated from its leaders downward. If upper levels of management are unable to actively and publicly commit to accepting change, the workforce will not embrace the implementation of process changes or their value. Management must be prepared for a leadership role, paying more than lip service to the value of quality. Leaders must be seen to embrace change and take risks in their dealings within the company, rather than simply expect this behavior from others. The presence of role models within the organization's leadership greatly helps the cultural shift required to implement a lean Six Sigma model.

Embracing Change Throughout

The value of change must be communicated through all levels of management, not just the top tier. Since the bulk of an employee's contact with management occurs with mid to lower level managers, their response to change can set the tone for the workforce. As a result, it is vitally important that all levels of management are involved in implementing change, rather than having it forced upon them. By playing an active role in process improvements, these managers become allies. They are positioned to facilitate, rather than undermine, the acceptance of change.

Communicating Value

In order to implement the cultural shift necessary to embrace change, an organization must clearly communicate its overall plan and how it benefits the workforce. The natural human response to the unknown is fear. By outlining what will happen and why, the program of lean Six Sigma changes becomes demystified and less threatening. Organizations must strive to provide employees with a clear sense of organizational goals and how they will be affected by them. Facilitation by lean Six Sigma consulting professionals can be beneficial for this purpose. By communicating a clear vision, corporations reassure worker concerns and facilitate understanding of the plan's value.

When employees see how change can be of value to their situation and active enthusiasm demonstrated by organizational leaders, the cultural shift needed to ensure the success of lean Six Sigma process improvements is more likely to succeed.