Implementing and Managing a Lean Six Sigma Culture in the Workplace

Lean Six Sigma has become a business model and a symbol of excellence, with the objective of eliminating waste and reducing defects in the organization’s processes. Throughout the long term, this model has likewise shown huge significance and force in changing organizational culture and worker vision over the progressions which happen inside the organization.

Most employees are definitely formed into the shape of their organization’s prevailing culture. At the point when the organization culture is focused on practicing the standards of Six Sigma, it can change the manner in which employees see themselves and their work. Six Sigma grows workers’ vision and enables them to move from passively witnessing a problem to effectively settling it.

Lean Six Sigma can possibly change employee behavior by instilling a strong sense of responsibility. A quick difference can be seen between the Six Sigma cultured workers and the conventional employees by their method of managing issues of any sorts.

Employees trained in Six Sigma develop the following stand-out qualities:

• Not see the work in terms of departments and functions but will analyze the work in terms of process flow.
• Participate actively in identifying solutions and defining improvements instead of depending totally on the top management.
• Utilize suitable skills in order to develop and implement the solutions.
• Involve completely and actively in continuous improvement efforts.

Why is culture important?
When Six Sigma has been ingrained in employees and the transformation is complete, organizations need a company culture that supports these attributes and keeps workers from returning to their old conduct and attitude.
Without a Six Sigma culture, the employees will tend to surrender easily to the old mentality of critical thinking procedures. If the organizations focus on a continuous improvement utilizing six sigma techniques and procedures however don’t select a Six Sigma culture, this methodology frequently results in a failed attempt.

Improve company culture with Changed Management
Change management is a concept used to transform organizational culture amongst individuals and within the organization. It can modify company culture in four steps.

1. Creating awareness and desires:
   Cultural change starts with leadership. Management must communicate the benefits of Lean Six Sigma down the line, and show tangible support for Six Sigma. With proper management guidance and Six Sigma culture, projects are better prepared on a tight spending plan just as on schedule. It also guarantees the proper and accurate allocation of resources.

2. Practicing organizational change:
   When senior management has communicated regarding the change in Six Sigma culture, the methodology can be disbursed within the organization. Six Sigma preparing can be adjusted to the capacities and necessities of each individual from the organization. The more employees who get exposed to lean six sigma, the more they are entrenched towards the company culture.

3. Expect the unexpected:
   Adhering to a strong change the management plan will help the cultural shift continue pushing ahead. However, every way to change contains unforeseen obstacles that show up abruptly and demand a quick response. These obstacles can incorporate a waiting affection for the old ways or a sudden flare up of the old culture. Being setup to deviate from the plan and willing to face challenges as they emerge keeps the cultural change on target.

4. Reward Generously:
   It is truly imperative to compensate the employees when they show behavior that promotes the Six Sigma Culture. The associations supporting Six Sigma culture observe a workforce that is continually focusing on process improvement.