How do you sustain the 'Control' phase after a Green Belt project is officially closed?

All answers to this question.

The failure is usually because the "Process Owner" wasn't involved enough during the "Improve" phase. To make it stick, the Control Plan must be simple. If a line worker has to spend 20 minutes filling out a control chart, they won't do it. Use visual management—like red/green light indicators—and integrate the checks into their existing daily routine. Most importantly, have the department manager include these "Control" metrics in their weekly performance reviews so there is accountability.

   Answered 2024-05-31 by Michelle Robinson

Have you implemented "Audit Layers"? Having a supervisor check the control charts once a week for the first 90 days can reinforce the new habit.

   Answered 2024-06-01 by Philip Brooks

• Philip, we haven't done formal audits, but that makes sense. It’s like the Hawthorne Effect—people perform better when they know they’re being observed. I’ll suggest a "monthly process audit" to the Quality Director to ensure these new SOPs don't just become shelf-ware.

     Commented 2024-06-02 by Natalie Portman

The "S" in Six Sigma should stand for "Standardize." If the new way isn't easier than the old way, people will always revert. Make the new process the path of least resistance.

   Answered 2024-06-03 by Thomas Edison

• Exactly, Thomas. "Process Mistake-Proofing" is the only way to guarantee sustainability without constant human intervention.

     Commented 2024-06-04 by Michelle Robinson