How do you sustain the gains after completing a Six Sigma project?

All answers to this question.

Sustainability is often the hardest part of DMAIC. A Control Plan is just a document; you need a "Culture of Quality." This means updating your Standard Operating Procedures (SOPs) and ensuring everyone is trained on the new method. More importantly, you should implement Visual Management tools like Poka-Yoke (error-proofing). If you make it impossible to do the task the "old way," people won't revert. Also, the project sponsor must continue to review the Control Charts during monthly meetings to signal that this metric still matters to leadership.

   Answered 2024-06-22 by Patricia White

Did you involve the frontline employees in the design of the new process, or was it handed down to them by the project team as a finished product?

   Answered 2024-06-29 by Kenneth Walker

• Kenneth, I suspect that is our mistake. The Green Belts designed the solution in a conference room and then "trained" the staff. We didn't get their buy-in during the Improve phase. I realize now that if they don't feel ownership of the new process, they won't defend it when things get busy. We need to go back, get their feedback on why the old way feels "easier," and see if we can incorporate their suggestions into a revised SOP that they actually support.

     Commented 2024-07-05 by Justin Moore

Audit, audit, audit! You need a layered process audit where supervisors check the new standards daily for the first few months until the habit is formed.

   Answered 2024-07-12 by Betty Young

• Great point, Betty. You can't expect what you don't inspect. Regular checks are the only way to catch the "creep" before it becomes a failure.

     Commented 2024-07-19 by Patricia White