Integrating Six Sigma with Current Management Systems

Organizations should look for every opportunity to integrate Six Sigma management systems with their current management systems. Integration will help make Six Sigma part of their culture, reduce bureaucracy and the amount of effort needed to manage the initiative, and increase its impact. This approach to integration will be discussed in detail in Chapter 7, which shows how to make the transition from Six Sigma being an initiative to it being the way you work. However, you should begin integrating Six Sigma now, at the point where you implement Six Sigma management systems. The more integration you do now, the less you will have to do later.

For example, Six Sigma reviews can become part of normal staff and management meetings as long as they are given adequate time on the agenda. As noted, Six Sigma should be part of your budgeting processes, not a stand-alone item. In some companies, Six Sigma identifies a gap in the communications process that has to be filled by creating new media. We noted previously that the reward and recognition system usually has to be revised to support the needs of Six Sigma, but there will eventually be only one reward and recognition system. Most organizations will need to create a project tracking system. In some instances existing project management systems can be enhanced to enable Six Sigma project tracking.

In most cases, project closure procedures and supporting forms have to be created and integrated with the project tracking system. The project selection process and its associated project hopper also have to be created in most organizations. Whenever possible the project selection process should be integrated with the capital project system, and other similar systems. Early focus on integration of Six Sigma managing processes with current systems greatly speeds up acceptance of the methodology and its bottom-line impact, not to mention simplifying the final transition to the way you work.