Communication in Six Sigma
Deploying Six Sigma means entering a period of significant change in your organization. Productivity and morale almost always suffers in times of great change. The requirements of change and adaptation and the very human fear of the unknown add to stresses of the workplace. In these times, communication becomes more important than ever.
Communication during a Six Sigma is very important because the power and reach of Six Sigma requires a significant commitment ofall members of the organization. Six Sigma successes require clear and open communication at all levels to overcome departmental barriers that would otherwise cause confusion. In addition, any change in an organization will meet some resistance, either intentional or simply due to inertia. When management can effectively communicate that lies behind this change and able to communicate the positive aspects of change, resistance can be countered and overcome.
Corporate Leadershipmust be willing to give Six Sigma teams all the tools and information needed to apply Six Sigma concepts to their daily activities, daily activities. E 'fundamental Six Sigma projects to clarify the reasons, expectations, goals and the sequence of steps of the process. Six Sigma teams with clear objectives and achieve much more written in a shorter period of teams without them could ever imagine. This is true everywhere and under all circumstances. The process of documentation is the Six Sigmaopportunity to resolve any misunderstanding of the distribution. A program has been developed that outlines the strategy to advance the process of its current state to one that is in statistical control and in accordance with the objectives of Six Sigma. The roles should be clearly defined as individuals contribute to the planning and strategy. Employees to assess how they can contribute to the organization through the information they receive. Quality objectives of a team must be set to link up with theenhance overall business objectives. This happens only when the team has the knowledge they need.
Lack of clarity in the communication of corporate information is probably more responsible for frustration and underachievement than any other factor. This is unfortunately all too easy not to realize that communication is below the needs of your organization. Often, senior managers sincerely believe they communicate well with employees. However, managers caneasy to underestimate the number of issues on which employees need information and what information they need.
How do you know what is important for employees and what they say? You need to put in the position of employees. If you were that person, which is important for you to learn to do your job? What would you be concerned about the current situation? What information to help deal with change? How would you say? You can not answer thesequestions yourself. You need input from those very people who are trying to understand. Communication is a two-way listening and speaking. Ask a few people what has been said, what people worry and wonder.
Note also that the manner in which a person receives news can greatly affect how he or she feels about this, you must choose the medium very carefully. E-mail can be perceived as cold and insensitive, although useful for routine updateshave no emotional connotation. Many messages are better delivered in person, either individuals or the team as a whole.
Communication skills in practice. Always make sure that the message remains honest, clear and compassionate. The integrity and have built confidence. Do not say you will not. Do not promise anything that you can not or do not fill. Above all, follow your commitments and promises. Nothing turns employees off more than feeling betrayed. Sincere, caring andcommunication form the basis for continuing the construction of a commitment of employees through the use of Six Sigma.
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