Six Sigma A Strategy for Increasing Employee Engagement

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1 deployment can have a significant influence on employee satisfaction, as demonstrated in this internationally based research. A Strategy for Increasing Employee Engagement Vijaya Sunder Organizations have evolved from the industrial age to the knowledge age, leading to a continuous improvement in meeting the customer expectations. Today, one must delight customers and constantly look for new ways to exceed their expectations to retain market share. Hence, process improvement (PI) has a linchpin role to play as part of organization culture. Several PI methodologies have taken shape and provided success to organizations in the past few years. Nothing compares to the effectiveness of, however, when it comes to improving a company s operational efficiency, raising its productivity, and lowering its costs. 1 Deploying this key business strategy involves human resources across all levels in the organization because it also requires a cultural change. s popularity and success is catching fire throughout the service industry across the globe as no other PI movement before. Deployment Implementing for the first time requires undergoing sequential steps in a systematic approach for deployment, as follows: 1. team formation. Top management commitment is essential to effectively lead a quality movement across the organization. In the case of deployment, the criticality of management support plays a major role in handling challenges with respect to project budgets and resource allocation. deployment in organizations require a set of niche-skilled professionals to guide the organization for higher maturity levels. As per the 1999 ASA Quality and Productivity Research Conference 34

2 Table 1: Training Program Training Program Overview Duration Yellow Belt Program Basic PI awareness and introductory tools and techniques One day Green Belt Program Black Belt Program Advanced tools (generally nonstatistical) with little importance on leadership practices for change acceleration Highly advanced tools (generally statistical techniques) with more importance on change acceleration and leadership Three to five days days committee, 2 the professional roles are defined as the following: Master Black Belts (MBBs) are the quality leaders responsible for strategy, training, mentoring, and deployment of. Black Belts are experts who work on projects across the business functions. Green Belts are part-time quality professionals who work on projects in their job. 2. training. Functionally aligned Black Belts work closely with the business leaders to identify the right resources from their functions with capability to handle business opportunities. The MBB holds the responsibility of designing the curriculum for the training programs. Black Belts train personnel from operations on different levels of programs. Typically, the basic level or Yellow Belt training is a one-full-day program covering basic quality awareness and tools. The next level of training is Green Belt training, which happens as a five-day program, covering advanced tools for process improvement. Black Belt programs are generally recommended for operations management leaders and run for days across months as shown in Table Idea generation and evaluation. Ideation of different business opportunities is the most important step in deployment. Workshops, work-out sessions, or internally used ideation workflow systems help candidates to contribute their ideas. Both functionally aligned Black Belts and business leaders together create a comprehensive list of project ideas based on several sources. Organizational metrics scorecards highlight weekly performing metrics for improvement. Other project opportunities come from business scorecards, leadership goals, functional metric dashboards, brainstorming, process risks, and process health check-ups. Once the list Table 2: Evaluation Grid for s Business Impact High Low Known Lean project (third priority Quick kill Solution Unknown project (first priority project (second priority of project opportunities is prepared, the projects are segregated into different buckets for project methodology, governance, and timelines. Not all ideas qualify to be projects and not all projects qualify as projects. Ideas/ opportunities are evaluated on the basis of scope, criticality to business, estimated benefit, and complexity of the situation. The classification of Six Sigma projects is based on business impact and knowledge of the solution/improvement, as shown in Table project execution. Functionally aligned Black Belts help assign projects to the trained resources from operations. Yellow Belt projects generally take two to three months for completion. Green Belt projects range from six to eight months, based on the availability of data and complexity of the root causes of the problem. Black Belt projects on an average take six to 12 months for completion. As per the Six Sigma methodology, each improvement project takes either the DMAIC or DMADV roadmap to proceed. Black Belts help and mentor the candidates from initiation until the completion of project toll gates for business results. This unique feature of project mentoring in deployment helps the project leaders achieve that extra 35

3 Figure 1: Employee Satisfaction Attributes on Deployments Employee satisfaction attributes Compensation/ pay Opportunities to use skills and abilities Management recognition of employee job performance Communication between employees and senior management The work itself Relationships with co-workers Contribution of work to organization s business goals Variety of work Career advancement opportunities Organization s commitment to professional development Leadership buy-in and team formation Roll out of Six Sigma training program Stages of deployment Ideation for business opportunities identification execution certification confidence and support in delivering the projects. At the end of the each project the respective business owners sign off on the project and benefits are quantified for dollar savings. 5. certification. As a global practice, all the candidates who successfully complete the Six Sigma projects are certified by the MBBs as Six Sigma Yellow Belts/Green Belts/Black Belts. Eleven employee satisfaction attributes were identified to study the impact of the deployment model on employee satisfaction. Figure 1 illustrates the five different stages of deployment and the 11 employee satisfaction attributes considered for the study. Research Questionnaires composed of 28 pointed questions under various phases of deployment were sent to more than 300 PI professionals across the globe. Responses from 178 professionals expressed their qualitative and quantitative views about the impact of deployment on the human resources of organizations. Here is a summary of the findings. Respondents were asked to rank the employee satisfaction attributes impacting deployment from one to 11. The Pareto chart in Figure 2 shows the actual rankings and respective impact percentages of deployment on Figure 2: Pareto Chart Employee Satisfaction Attributes Career advancement opportunities Compensation/pay Contribution of work to organization s business goals Nature of work Variety of work Organization s commitment to professional development Relationships with co-workers Opportunities to use skills and abilities Communication between employees and senior management Management recognition of employee job performance % 90% 80% 70% 60% 50% 40% 20% 10% 0% 36

4 Table 3: Employee Satisfaction Attributes Across Different Deployment Phases Attributes Training Ideation for opportunities Identification Execution Certification Compensation/pay Opportunities to use skills and abilities Management recognition of employee job performance Communication between employees and senior management The work itself Relationships with co-workers Contribution of work to organization s business goals Variety of work Career advancement opportunities Organization s commitment to professional development each of the employee satisfaction attributes (see Figure 2). Further, each of the stages in the deployment were analyzed across the 11 employee satisfaction attributes. Not all attributes were impacted at every stage of the deployment. Table 3 shows the attributes impacted across the five different stages of the deployment. Twenty-nine percent of the respondents felt the training program impacts the organization s commitment to professional development. Fifteen percent of the respondents felt that attending training programs will help them with career advancement opportunities. Fifteen percent of the professionals said they enjoyed the training by the nature of the work itself. Thirty-nine percent of the professionals confirmed that they enjoy the ideation exercises as part of deployment, by the nature of work itself. Twenty-nine percent of the participants in the survey felt that ideation exercises provide opportunities to use their skills and abilities. Fifteen percent of the respondents felt that ideation is a good platform to develop relationships with the co-workers. Thirty percent of the participants argued that projects are unique, and every project is new in its own way and hence felt project identification contributes to variety to work. Twenty-two percent of the professionals confirmed that project identification from multiple organizational sources provides an opportunity to showcase their skills and abilities. Twenty-one percent of the participants confirmed that they contribute to project identification exercises by the nature of work itself. Twenty-six percent of the respondents confirmed that project execution at every level contributes to the organization s business goals. Twenty percent of the respondents felt that Six Sigma project execution is an opportunity for developing relationships with co-workers. Fifteen percent of the professionals enjoyed the project execution by the nature of work itself. Thirty-one percent of the total survey participants felt that certification contributes 37

5 Figure 3: Proportion Impact of Employee Satisfaction Attributes on Different Phases of Deployment Training Ideation for opportunities Identification Execution Certification 29% 14% 39% 29% 5% 19% 22% 21% 8% 9% 2 20% 24% 31% 10% 5% Compensation/pay Communication between employees and senior management Contribution of work to organization s business goals Organization s commitment to professional development Opportunities to use skills and abilities Variety of work Management recognition of employee job performance Relationships with co-workers Career advancement opportunities The work itself positively to their compensation/pay and enhances career opportunities. Twenty-four percent of the professionals felt that a certification program showcases an organization s commitment to its professional development. Ten percent responded that certification is management s recognition for its performance. Figure 3 consolidates the findings across the different phases of deployment. Conclusion, known in the market as a methodology for customer delight, is surely an inspiring factor for employees. requires a structured approach for successful deployment. Upon deployment, total employee engagement becomes critical, which further impacts employee satisfaction. The study reveals that has a huge positive impact on the organization s human resources if rightly embedded in the organization s culture. Deployment phases showed a positive impact across all 11 factors considered for the study. Trained professionals have a great opportunity for career advancement and higher compensation compared to their peers who are not certified. The ideation and project identification phases of deployment encourage employees to showcase their skill sets and provide a wide variety of work. Overall, is a game changer by not only helping organizations meet the business goals, but also by providing professional development and career advancement for their employees. Hence, this study strongly recommends deployment for customer satisfaction and having a positive impact on employee satisfaction. References 1. Jack Welch and Suzy Welch, Winning, HarperCollins Canada Limited, ASA Quality and Productivity Research Conference, Vijaya Sunder Vijaya Sunder is a certified Black Belt and a lean facilitator with experience in leading cross-functional projects for process improvements and operational effectiveness. Having worked with Lean deployments in several multinational organizations, he has led and mentored various reengineering and process improvement programs that helped improve the customer experience, eliminate process defects, increase productivity, and reduce costs. He also is certified in Business Process Modeling and as a Six Thinking Hats Practitioner. He is currently associated with Barclays Shared Services for its change management initiatives. His address is mvijayasunder@gmail.com. 38

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