| Six Sigma tools allow for identifying problems to | | | | counts, they are more likely to be motivated and willing |
| bottlenecks and problems, coming up with solutions to | | | | to work harder. |
| problems, and more. If you want to get the most out | | | | Six Sigma tools like fishbone diagrams and SIPOC |
| of using tools like this with employees, they need to be | | | | models allow you to identify problems or bottlenecks in |
| used properly. Some managers like to use them on a | | | | processes. These tools are not to be used to point the |
| white board or a projector for everyone to see. This is | | | | finger at individual people or departments for causing |
| the best approach. Don't print out a blank fishbone | | | | problems. Be sure they are not used this way or the |
| diagram for employees to fill in. Some managers do | | | | teamwork concept will go right out the window. When |
| this but the problem is that it makes employees work | | | | problems are identified, be sure you identify issues in |
| individually and not together as a team. | | | | every department throughout the business and do not |
| When you use Six Sigma tools for a meeting, be sure | | | | focus on just one area. No one likes to be blamed for |
| everyone is involved. If one person is not speaking or | | | | issues. If a department is having a difficult time, find |
| contributing to the group, ask him or her questions and | | | | ways everyone can help remedy the issue. Make the |
| get them involved. The Six Sigma tools always break | | | | use of the Six Sigma tools is a positive one. |
| processes down by departments. You won't have an | | | | There needs to be total clarity within the group on who |
| employee in the meeting that is not a part of the | | | | is performing which task before ending a meeting. |
| system. | | | | When using Six Sigma tools, you can come up with |
| Always get a consensus if you are making decisions | | | | excellent ideas a company can use to better a |
| based on the assumptions and ideas grown from Six | | | | process. Don't write them all on the board and assume |
| Sigma tools used in a meeting. Don't dictate to the | | | | people are going to work on them. Try to get |
| group how it is going to be. Always be sure that | | | | volunteers and assign them to each person. Be sure |
| everyone in the group is happy with the tasks that are | | | | each individual in the meeting is clear on their task at |
| going to be set forth. If people are not happy or on | | | | hand, the deadline, and how they are going to achieve |
| board, it can be difficult to move forward with a | | | | it prior to leaving the meeting. |
| project. When you make everyone feel as if their vote | | | | |