Chapter 6. Sustaining Momentum and Growing

“To improve is to change. To be perfect is to change often.”

—Winston Churchill

You have successfully launched your Six Sigma initiative (Chapter 4), and have been working on putting in place those systems that are needed to effectively manage the deployment (Chapter 5). Many Six Sigma initiatives begin to hit a lull at this point as other priorities gradually erode the momentum. Now is the time to implement systems and processes that will instead help you sustain the energy. Sometimes the best defense is a good offense, and growth of the program can be a good offensive tactic that helps maintain momentum. This chapter focuses on the defensive effort needed to sustain impetus, and the offensive effort needed to expand the Six Sigma initiative. This sustaining phase is defined as the time between the completion of the training and projects identified in the original deployment plan, and the transformation of Six Sigma from an initiative to the normal way you work. This phase may last several years.

The momentum of Six Sigma is maintained by holding the gains of completed projects, and by sustaining the gains of the overall Six Sigma system. Some of the methods discussed in this chapter are shown schematically in Figure 6-1. As you will see, and as should come as no surprise, the key is consistent implementation of periodic reviews, including audits. It is also important to implement a complete training system (as opposed to individual training courses), create a formal Six Sigma organizational structure, and develop Leadership Green Belts. Note from Figure 6-1 that all the other elements are done within the context and direction of the Six Sigma organizational structure. This makes up your defensive effort to maintain what you already have.

At this stage, you will also want to play offense and extend the deployment into new areas. You can accomplish this primarily by expanding Six Sigma to the whole organization, introducing customers and suppliers to Six Sigma, and using Six Sigma to increase revenue as well as reduce costs. Much of the literature on Six Sigma to date has emphasized cost reductions, but, as you will see, it also can have a huge impact on top-line growth, that is, revenue generation. We will first review the key elements of our defensive strategy, and then discuss the offensive elements.