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Six Sigma Breeds Effective Leadership

Introduction

You navigate through a handful of Six Sigma books hoping to find a definition of leadership. Chance you'd be hard pressed to find a unifying definition. Instead, you have a garden variety of definitions will help you zero in on the essence of leadership. Given the pattern of trade and manufacturing and technology evolving Quick, management has taken on a multi-faceted. The same is true when it comes to leadership in Six Sigma.

Do not be discouraged. If is true that someone new to Six Sigma can be confused by the multitude of concepts, principles, charts and analysis metrics, Six Sigma is, ultimately, an approach based on pure common sense. And as we navigate through the discussions and literature on Six Sigma, we realize that leadership is boils down to common sense applied. As you learn more about the Six Sigma principles and leadership, you'll find that many writers use the expression, applied with common sense, again and again.

Six Sigma Terms provide clues about the leadership

Assuming even a basic knowledge of Six Sigma What have you observed regarding the terms that are frequently raised? This is essential because if we look closely at the words and expressions which are often used by authors to describe the Six Sigma process, we can index about what makes an effective leader. Linking these terms at leadership efficient is a good starting point.

To cite a few: quality, speed, process flows, continuous improvement, customer satisfaction, work team, openness, facts, cost reduction, innovation, operational efficiency, success factors – these are just some of the recurring concepts in Six Sigma leadership. There are many others, especially if you venture into the more technical aspects Six Sigma, but for now, we focus on leadership.

Taking these terms, so how can we arrive at a definition Work and realistic leadership in Six Sigma?

In its simplest form, we will adopt the definition given by Peter S. Pande, in his book, The Six Sigma Leader (McGraw Hill, 2007). Pande said that the essence of Six Sigma is the leadership balance and flexibility. The interesting point he makes is that leadership is not about absolutes, or a defined set of steps. This is a set of principles that can be applied for more success and sustained results for an organization. He explains: "It is based on the idea that leadership is circulating a malicious, but that is learned, combination of skills that combine balance and flexibility to achieve goals and performance. "

In reading the definition Pande, our first reaction was, how can balance and flexibility are cut into smaller segments to arrive at a clearer understanding Leadership? To say that a leader must be balanced and flexible is a rather sweeping statement off.

Let's see if we can take these two terms and attach with the terms we discussed earlier. That is what we propose: a Six Sigma leader knows how to use evidence the company's mission and objectives, its employees and their functions and uses these data to identify the critical success factors for the organization so that the company treats its customers with low costs. Thus, leadership in Six Sigma assumes that these four essential ingredients are Guidelines for improvement: evidence, critical success factors, customers and low costs.

A Six Sigma Leader is also someone who can balance the ratio of high-quality and low cost to the company continuously improve by taking team members to buy for his brand of leadership. When there is a buy-in from ALL members of a team, the chances of success are higher and risks for poor operating results are greatly reduced.

Quantum Leaders

We will now enter a higher world Leadership in Six Sigma. This time we'll see what David H. Treichler and Ronald D. Carmicheal (The path of Six Sigma for Leadership, the American Society for Quality 2004) called the manager Quantum.

Six Sigma is a training model where managers and executives are trained to focus on results. Treichler Carmichael and ask "but how many leaders do to get quantum results?" Quantum results, they say, are the results take an organization to higher levels of performance.

If we compare the definition Treichler leadership to that of Pande, it is not all that different, even if Treichler goes even further. He believes that leaders are capable of quantum decisions based on objective data which has been systematically collected and analyzed to ensure that the political realities of an organization and the fear factor are managed and controlled effectively.

Treichler and Carmichael says that management should inform employees that he does not shoot the messengers and leaders of company must not only provide lip service to Six Sigma practices, but in fact, provide resources, training and opportunities so that employees are empowered to do their job and take responsibility – not personal gain, but to contribute to business gains.

As Treichler so well said, "leadership can not get on a conceptual or intellectual. That lip Six Sigma. Instead, leadership must live Six Sigma led by Six Sigma, Six Sigma and infuse into every business decision. "

About the Author

Peter Peterka is the President of SixSigma.us. For information on Six Sigma training, Six Sigma Certification or Master Black Belt programs contact Peter Peterka.

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