How to Use Change Management to Improve Six Sigma Results

Overcoming resistance from change requires significant investment and tolerance. Successful entrepreneurs utilize Six Sigma measure improvement procedures to improve quality, lessen errors and increase consumer loyalty. Making changes regularly includes disrupting employee work routines. Successful leaders perceive that improving quality through Six Sigma activities requires clear correspondence. By telling workers their vision, these leaders build a firm establishment. When the labor force participates in successful short-term projects, inspiration increases to actualize Six Sigma all through the organization and abandon measures that presently don’t serve the eventual benefits of the business.

By definition, change management is the act of guiding change from the corporate to the individual level. It focuses on preparing employees for change, equipping them with the resources they may need, and supporting their weaknesses while Lean six sigma will ensure a required amount of effort to multiple projects running in parallel with reduced errors, eliminate wastes and improve customer satisfaction. Knowing only the deliverables accessible at each stage for each project didn’t give the perceivability needed to successfully manage with all aspects of a product portfolio.

Building a Coalition
Actualizing Six Sigma activities commonly includes setting up process improvement projects driven by quality management experts affirmed as Black Belts. These experts utilize quality management tools to define measure, analyze, improve and control measures (DMAIC). Utilizing change management procedures depicted by specialists, for example,  as psychologist John Kotter, they encourage and oversee hierarchical change by disclosing to project team members why changing processes to improve them makes sense.

They recognize the threats and obstacles to actualizing the proposed changes. Individuals certified as Six Sigma Black Belts lead the change, with help from stakeholders, sponsors and key team members. By persuading individuals that process improvement changes bring about substantial advantages; these leaders build the team which together creates the force expected to advance and change.

Identifying goals
An effective Six Sigma activity spreads all through the entire organization. Every department builds up its own process improvement objectives. Black Belt leaders consolidate these objectives to shape the organization’s vision. With each project team recognizing its own objectives, motivated team leaders grasp the vision and focus on running after it. Successful leaders convey a predictable message in comprehensive presentation, email message or newsletter. Everybody in the organization should have the option to explain the vision in just a few minutes.  If it’s too complicated, people lose interest or interpret it incorrectly.

Aligning employee performances
Using Change Management Strategies to improve Six Sigma results includes adjusting project objectives as well as self-improvement objectives. At the point when every employee makes measures to improve some portion of the development plan, he commits to doing whatever employee can to reduce errors, eliminate wastes and improve customer satisfaction.

Continuing Change
By recognizing and remunerating individuals who empower measure improvement changes, entrepreneurs ensure the long term success of Six Sigma initiatives. Celebrating short-term wins and learning about what changes brought improvements should be part of company meetings, newsletters and award ceremonies. Change management doesn’t end when the change occurs. It proceeds. After each project improvement process, teams need to examine what worked and what didn’t. Empowering continuous improvement relies upon permitting team members time to search for creative answers for progressing issues.


As change management, Lean Six Sigma experts should have the option to: make an influential case for change, gain commitment and collaboration from the organization, impact without power and eliminate resistance. By incorporating the organizational change management techniques outlined, Lean Six Sigma specialists are better able to manage their stakeholders and ensure project success. Without the incorporation of organizational change management techniques in the DMAIC strategy to deal with individuals on the Lean Six Sigma project, the probability of project failure rises drastically.