Six Sigma Mindset
The
Six Sigma mindset is a special state of mind which looks at things in a rather
critical way, analyzing rationally about the need for each elemental process
and why and how they are what they are.
Defining
Six Sigma metrics and processes with customer specifications as a target of
achievement brings out what can be called the skillful uncovering of the
process specifics that destabilize the end results. The irrepressible urge to
question things to tie up all loose ends exposes the value of each of the
process steps.
The
guiding force behind defining and analyzing process steps is clearly the path
to problem solving. Naturally, a Black Belt or a Master Black Belt is inclined
to interact with all persons involved in Six Sigma implementation.
Interpersonal skills take center stage as the mindset is focused on
brainstorming to produce accurate data. A Six Sigma “belt” is never hesitant to
make use of statistical tools.
The Art Of Six Sigma Thinking And
Creating The Mindset
The
fundamental quality of thinking Six Sigma is dependent on the ingenuity of all
the professionals involved. Furthermore, it is through clear direction during
Six Sigma training that such qualities are honed for better. Here are several
steps to help you develop the Six Sigma mindset:
- Identifying A Problem: Realize that problems fall into different
categories. If one problem originates from customer, others are caused by
internal organization reasons. Solving them requires developing a ‘problem
focus,’ involving data collection, measurement systems and analyzing
discrepancies.
- Finding The Problems To Attack: Segregate the problems making use of
available tools such as ‘Pareto Diagram’.
- Formulating Measures: Analyzing why each problem could have
occurred opens the doors on the steps required to work them out.
- Perfecting Countermeasures: Before short-listing countermeasures for
implementation, identify the discrepancies in them by trial and error. At
this stage, you must be open to possibly scrapping a measure that fails
and to start from scratch all over again.
- Keeping The Wheel In Motion: When implementing the now ‘refined’
procedure is complete, a Six Sigma “Belt” cannot relax. Using feedback
from the line staff and upper management, interpreting the feedback may
expose further gaps in the process for improvements.
