When Six Sigma is implemented into the operations of an organization, it brings about great improvement

When Six Sigma is implemented into the operations of an organization, it brings about great improvement. However, after completion of the project, it is necessary for ongoing improvement steps to be taken to assure the company is able to maintain a competitive edge. The tough business conditions of today mandate that companies stay on their toes or else they'll fall behind. Though Six Sigma brings improvement, the final results are not always as good as expected in terms of customer satisfaction and employee morale. This brings to the fore that there are issues and conditions that need to be inspected in order for there to be a continued success of the program.
The support structure for Six Sigma deployment has to be extremely strong. It is necessary to study the difference in the current state of the business, and the desired state. This helps in understanding the processes that need to be changed, as well as those that need to be improved. If the Black Belts are good but the Champion is not, then the program may fail. A consultant may be of great help in such situations, as they have knowledge of similar situations faced during other project executions. A common problem of change initiatives is that improvement steps are undertaken with an aim to complete them within a particular timeframe. The fact is that the activities that need to be completed carefully and correctly may be missed. This creates an illusion of a speedy job, but without achieving the desired results. Chart a plan, sticking to it and building up momentum over time will help ensure that growth is even.
There must be a shared common goal among all team members in order for Six Sigma deployment to be a success. Teams cannot bring change overnight, and thus must be able to communicate well if the support of all is to be gained. Additionally, old procedures and controls which inhibited progress in the former system must be eliminated altogether. If not, then the new tools and techniques will be ineffective. These roadblocks need to be addressed at the onset of the project. By making this a part of the process, morale will be boosted and momentum gained.
Any initiative undertaken has to produce measurable economic benefits. Care has to be taken to ensure that the metrics are correlated to bottom-line results. Every large project should be divided into smaller manageable projects. Similarly, there should be short-term goals and wins defined that will boost the morale and confidence of the team, and other members of the organization in the activity.
Having lots of managers is not the answer to minimizing risk and bringing about changes in a more efficient fashion. In order to bring change about successfully, each project needs leaders who have the ability to transform cultures, as well as stimulate breakthroughs. These issues have to be understood and addressed carefully by top management, so that the expected results of change deployment are achieved to the benefit of the organization.