| If continuity is not maintained during Six Sigma | | | | to both human resources as well as material |
| implementations, it will become quite difficult for | | | | resources. Depending on the type of project, |
| the organization to derive the entire range of | | | | human resources may be composed of 6 Sigma |
| benefits normally associated with them. | | | | professionals such as Black Belts, Green Belts, and |
| Explained below are some of the processes and | | | | Master Black Belts whereas material resources |
| procedures that businesses can deploy to ensure | | | | may comprise of new tools and equipment, |
| the continuity of 6 Sigma implementation projects. | | | | Information Technology (IT) systems, and the |
| Charting Out Implementation Plans and Strategies | | | | required infrastructure. |
| Continuity of implementation projects can be | | | | When these resources are made available at the |
| easily affected if proper plans and strategies are | | | | right time, at the right place, and in the right |
| not formulated prior to the actual implementations. | | | | quantity, it becomes much easier for the |
| This is why businesses first need to concentrate | | | | implementation team to ensure the continuity of |
| on doing their homework (i.e. devise an | | | | the Six Sigma implementation projects. To get |
| appropriate roadmap for carrying out the | | | | the desired results, businesses need to create a |
| implementations). | | | | separate logistics team, responsible for making |
| For this, businesses need to conduct brainstorming | | | | available the necessary material resources to the |
| sessions to seek input and suggestions from all | | | | implementation team as and when needed. In |
| the potential stakeholders such as employees, | | | | case of human resources, the HR department can |
| team members, Green Belts, Black Belts, Master | | | | be called in to play their part. |
| Black Belts, Project Sponsors, middle and top | | | | Maintaining continuity is necessary because then it |
| management and department heads. The | | | | becomes much easier for the implementation |
| brainstorming sessions should preferably be | | | | team to complete the implementations within the |
| conducted under the guidance of a senior | | | | stipulated time and costs. If continuity is not |
| management member having prior experience in | | | | maintained, chances are high that the project |
| Six Sigma implementations. | | | | might get derailed, leading to increased |
| This person should ideally be able to set the right | | | | implementation costs, something that would defy |
| tone and give the right direction to the discussions | | | | the very basic tenets of Six Sigma |
| in order to achieve the desired results and avoid | | | | implementation projects. These implementations |
| getting stuck with input and suggestions that | | | | are meant for improving quality and reducing |
| sound like mere wish lists. | | | | costs and not for achieving the opposite. |
| Making Available the Required Resources | | | | Businesses that want to realize the full potential of |
| Another factor that can easily affect the | | | | Six Sigma should thus undertake all the initiatives |
| continuity of Six Sigma implementation projects is | | | | that are required for ensuring the continuity of |
| the unavailability of essential resources required | | | | the implementations. |
| during the implementations. Here, resources refer | | | | |