Six Sigma gained in popularity after its glaring success at Motorola. Systems, processes and roles were defined and segregated creating a dynamic environment aimed to define, analyze, improve, manage and control. The results seemed astounding.
For most small to mid-sized business, Six Sigma gives the appearance of an elitist system where extensive training and language courses in a new jargon are needed just to understand what it’s all about. Six Sigma also falls short in its lack of integration of information technology and exclusion of staff in solving problems which are they are deemed not qualified for.
Six Sigma invites alternatives by virtue of its shortcomings. Alternatives for business include strategic analysis, review for congruence between the strategic plan and operations and results. Workflow and process analyses performed in a participative manner with staff also yield information, gaps, improvement and positive results. The alternatives abound and need to be customized for each business.
Look beyond the culture of Six Sigma and you just may find many “black-belts” among existing staff and uncover a treasure trove of resources, assets, human capital and a continuous improvement process that fits the organization – all without the mystique.
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