Brief History of Six-Sigma Model - Research Paper Example

SIX-SIGMA MOTIVATION Brief history of Six-Sigma model Bill Smith introduced the Six-Sigma concept in 1986 (Urdhwareshe, 2011). Smith, an engineer with Motorola Corporation, had observed that despite the adoption of many quality control models, cases of defective products persisted. In a bid to curb this wasteful trend, he introduced the Six-Sigma Model. The model’s implicit objective is reducing defects in production to inconsequential levels. This, it strives to achieve by identifying and eliminating causes of defects in the production process. Six-Sigma uses various quality management tools such as Pareto analysis, Quality Function Deployment, Business Process Mapping, Regression analysis, Root cause analysis, Failure mode and effects analysis, and Cost-benefit analysis to help convert all production aspects to quantifiable and measurable data (Gitlow, 2005). The model, therefore, assume that quantifying of production data gives managers absolute control of the quality process. It must also be noted that the model gives special emphasis to teamwork and collective efforts. As such, staff and employees’ commitment to the quality process is paramount. Six-Sigma uses the “belt” system to rank practitioners. Different responsibilities are assigned different belt colors to distinguish them. The lowest rank is marked by the Green Belt. The Green Belt holders are responsible for implementing departmental obligations. Black Belt holders closely monitor them. The Master Black Belts, the next rank after Black Belt, are responsible for overall company operations and mentoring of the Green and Black Belts (Blokdijk, 2008). Champion is the last rank in category. They oversee all organizational activities. Six-Sigma is one of the most efficient quality control and process management methods known today. It has passed various tests, and, therefore, remains the most reliable way of attaining business success. It has revolutionized quality controls and helped many organizations achieve great heights. However, getting excellent results with Six-Sigma requires adequate motivation of implementers, which is only possible with an effective motivation programme in place. Six-Sigma team formation Achieving set goals requires having the right team. Six-Sigma Black Belt professionals are charged with the responsibility of selecting the right team and allocating individual team members tasks they are well suited to complete. Selecting the right persons to complete tasks requires a rigorous training on team roles. To qualifying as a Six-Sigma Black Belt, a leader must command a deep understanding of team roles as detailed by Belbin and Tuckman’s Stages of Group Development. These two models are crucial in team formation and building as they ensure that the right team, capable of completing set objectives, is set. Belbin’s tam roles, for instance, define ways of making the best teams by grouping persons according to behaviour. It requires that before starting a team, care should be taken to ensure that there is a balance (behavioural) in every team. Six-Sigma teams, on the other hand, consist of a leader (Black Belt), assistants (Green Belt), and support workers (Yellow Belts). All the team members work closely to realize set objectives. As a leader, Black Belt is expected to keep good communication, give direction, coordinate, and supervise the production process. The success of the team depends on the unity and coordination of its activities. Six-Sigma team building Team building is essential in enhancing team motivation. As team members and leader put their efforts towards uniting and working harmoniously, they get motivated hence, boosting the chances of achieving organizational objectives. Team building also requires aligning of individual interests with organizational objectives. There are times when organizational objectives are compromised due to individual interests. This is where effective team building comes in to the rescue. Team building enables employees to appreciate the importance of organizational objectives, which makes them work towards achieving them. Successful team building is evident when employees concentrate on work related issues, but not personal differences. The height of team building is when all employees enjoy their work and are satisfied with the roles assigned to them. Attaining this height is a long process that requires patience and understanding from the team leader. Additionally, team building takes phases and each phase should be keenly monitored for any deviation from expected results and behavior. Motivating a Six- Sigma team According to Aamodt, motivation is “… the internal force that drives a worker to action as well as the external factors that encourage that action” (2009). Employers spend huge sums of money in employees’ selection, training, and placement. It is, therefore, very important for employees to perform their jobs excellently. This is the only way through which employers can get value for their money. However, there are times when employees’ performances fail to meet the set standards due to lack of motivation. Six-Sigma team motivation can prove quite challenging. Just like other work teams, any task that seems insurmountable can derail the team completely. There have been incidences of Six-Sigma tams failing to achieve their objective due to discouragement and inability to make quick, precise, and informed decisions. However, good leadership can assist the team realize its potential, thereby enabling it to meet its set goals. People are unique. They are not like machines. Therefore, it is outrageous to say that one method of motivation can work in all instances. According to (Leary & Hoyle, 2009), motivations differ. There are people who derive their motivation from good working conditions while others find it in job challenges. The cost of motivating a Six-Sigma team can be quite expensive in terms of time and resources, but the results are worth the involvement. There are many methods of motivating Six-Sigma teams. Some of the methods are discussed below. Motivation through Empowerment An empowered employee is a motivated employee. Quite often, managers confuse motivating employees with offering rewards such as annual bonuses, giving off days, and free travel. These extrinsic rewards may be effective in the short run, but research has proven that they are actually defective in the long run. Worst still, they could de-motivate employees in the long term. Rewarding employees creates an expectation trend in the long term, which makes them not perform any better. Fredrick Herzberg, who is considered by many as the father of modern day motivation, researched on employee motivation and drew the same conclusions (Herzberg, Mausner & Snyderman, 2004). His research showed that while the absence of extrinsic factors such as descent salaries could lead to job dissatisfaction, they had no direct influence on job satisfaction. From his findings, it can be deduced that the absence of extinct factors will absolutely lead to de-motivation, but their presence is no guarantee for motivation. It is, therefore, evident that employee empowerment is essential for motivation. Consequently, increasing employee motivation demands employee empowerment. Employees are unique and finding a common motivator can prove insurmountable. However, Herzberg’s research provides reprieve for managers and team leaders, as it provides probable ways of empowering and motivating employees. Achievement, recognition, and responsibility as proposed by Herzberg are real empowerment components (Herzberg et al., 2004). Empowering a Six-Sigma team may involve a series of activities and progammes. The process requires the participation of the team leader as well as the employees. i. Differentiating motivation and reward Six- Sigma team leaders should know that the rewards are not the real motivators, but work. Without this basic information, attempts to empower could be in vain. It is, therefore, paramount to consider any options aimed at motivating and empowering in terms of how the option will make work more meaningful, but not how much an employee will take home. ii. Recognize employees ability to solve work problems Human instincts dictate that every person faced with a challenging task or problem, will always have an option. Naturally, humans are problem solvers. This is a fact that Six-Sigma team leaders must recognize if they are to succeed in empowering their teams. By allowing employees to figure out how to solve job challenges on their own, a leader crates a feeling of ownership of work among the employees, which increases their empowerment. iii. Training of employees Training is a very significant component of employee’s empowerment. Training raises employees’ confidence, which results to empowerment. As such, continuous training, vocational training, and on the job training should be organized and carried out to boost employee confidence and efficiency. iv. Build trust All managers focus on the task to be accomplished. However, only great managers focus on the individual completing the tasks, the employees. When a leader focuses only on the task, employees tend to think their welfare is treated as insignificant, which is risky. Six-Sigma teams demand a considerable level of effort towards an employee’s personal life, life out of job. v. Effective communication Communication has been an ageless key to successful management. Communication can make a difference between success and failure. Therefore, it cannot be ignored at all costs. Good communication constitutes not only sharing of information with employees, but also requires that the information be passed using the best method available. This will ensure that the message is understood as intended without any interference. Information flow between the Six-Sigma team leader and employees should be two way. As the team leader passes instructions, he/she should be ready to listen to employees and act on their reactions appropriately. As such, putting of systems in place to enable employees raise their concerns without fear of intimidation, prejudice, or criticism is essential. Motivation using Psychological Tools Involving every team member in decision-making process can work miracles. Employees feel responsible and obligated to organizational goals if they are involved in policy formulation. Involving employees in the decision-making process works like a two edged sword. First, it ensures that employees’ input are taken care of, which allows the leader to know what exactly motivates them. Secondly, it provides the leader with a yardstick for comparing employees actual output against planned out. Another technique team leaders can use to motivate employees in a Six-Sigma model is by making team members feel part of the organization, and that the organization needs them largely. It is true companies can exist beyond any individual. Most leaders cannot handle this reality. By telling an employee that the organization can continue to exist even without them, a manager succeeds in making employees feel like they are not important to the company, which could not be true. Such employees do not give their best because they believe they can be “kicked out” any time. In the contrary, employees who are treasured and are made to believe they are part of the system, are responsible and attend to their duties with minimal supervision. Thirdly, making the team members feel their remuneration is proportional to their efforts can also yield greater results. Stacy Adams, who came up with the Equity Theory, proposes this as a great motivator. According to Stacy, employees are motivated by comparing the effort they put into their work and compensation earned, with those of other employees working in the same firm or other firms in the same industry (Adams, 1976). The strength of this theory is its principle of equity. This means that individuals are motivated more by perception of managements’ ability to practice fairness. Therefore, if individuals perceive the management to be fair in job allocation, remuneration, punishment, and reward, they will be greatly motivated. In the contrary, perceived unfairness results in low motivation. Lastly, acknowledging achievements and appreciating innovative ideas can also help. Not all good works must be rewarded financially, but through recognition and appreciation. Dedicated employees need to be recognized and appreciated to continue with the good work. This can be through praises, and rising of monuments in their honor. Motivation using Social Tools Elton Mayo, who developed the Human Relations motivation theory, believed that money is not sufficient in motivating employees, but employees’ social needs were equally important (Crowther & Green, 2006). There are many social tools at the disposal of team leaders that can help motivate Six-Sigma teams. First, Six-Sigma team leader can motivate its employees by creating for them an opportunity for social interaction at the work place. Many managers believe close social interaction among employees at the workplace may be destructive and diverting. However, close social interaction give employees a new perspective of the work place, which leads to motivation. Organizing group events such as parties, dinners, and outings can also work miracles. Such events help in bonding the team (Chen, 2012). As team members learn to appreciate the social side of their colleagues, they begin to formulate ways of cooperation hence, work more effectively towards achieving set goals. Generally, social outings help employees and their leader unwind and relax, which is necessary for gathering energy to continue pursuing organizational goals. Organizing memorials for the team members to celebrate can also work a great deal. As team members laugh off the sweet old memories with happiness, enthusiasm, and excitement, old scars are healed, which gives them a new hope for better working environment. It is, therefore, necessary for Six-Sigma team leaders to occasionally organize organizational parties in memory of historic or strategic events such as new strategic market ventures, landmark achievements in sales, or the launch of a revolutionary product. Motivation using Professional Tools Job related training is the most convenient professional tool for motivating employees. Such trainings should be geared towards booting employees’ confidence and skills. A Six-Sigma team leader should strive to organize regular trainings for team members through seminars and workshops. Organizing motivational talks and shows can also work. Occasionally, inviting a competent motivational speaker can help break the busy work schedule and to instill vitality in the team. Others may argue that motivational speakers bring nothing new, but even hearing the same old things from a different person can be motivational enough. Job specialization can also act as a motivator. Fredrick Winslow Taylor, in his theory of scientific management, asserts that work should be broken down into smaller tasks, and each task assigned a well-trained individual paid according to his work output (Beck, 2004). Specialization gives employees confidence as they are assigned only jobs they are well suited to complete. Specialization may not be adequate unless some degree of authority is assigned to the employee. In brief, Six-Sigma teams demand assigning every person a title and responsibility they are suited to complete. Goal setting should be realistic and achievable. Leading a Six-Sigma team requires careful goal setting. Setting low goals may have negative effects on the team’s performance, but setting unrealistic and lofty ones will certainly affect the team’s morale and performance. Set goals should be practically achievable. When tasks are the same, people become bored and tend to have a downward performance. As such, Six-Sigma tam leaders should occasionally assign employees challenging tasks to make them explore their idle resources hence keeping them alert. A Six-Sigma team leader may also use Job enlargement and job enrichment as professional motivational tools (Malone, 2003). Job enlargement, which involves assigning workers a variety of tasks to perform, is motivating as it helps in reducing the boredom associated with performing one task repeatedly. Even though these tasks may not be challenging, the opportunity to perform them is itself challenging and greatly help in motivating employees. Job enrichment, on the other hand, involves giving employees more complex and challenging tasks to perform. Due to the complexity of the problem, employees go extra miles in attempting to solve it. This may result to carrying out research and extensive consultations in line with the problem. Success achieved after such a struggle gives a great sense of achievement hence motivating the employees. By delegating more powers to employees to make decisions that relate to their jobs, they feel respected, which motivates them in their work. Taking Care of Group Dynamics The criticality of group dynamics to Six Sigma teams cannot be ignored. As a group leader, it is important to led democracy reign in the team. It is also expected of the group leader to assign roles to members in a manner that will not jeopardize group unity and morale. It is also expected of the team leader to promote team brainstorming, which is crucial for bonding. In conclusion, an effective Six-Sigma team can achieve milestones if well motivated. However, the success of a motivation programme is dependent on many factors. It requires the full cooperation of the team leader, and the team members, which could be an uphill task. The business environment is dynamic and highly competitive. Staying afloat and remaining profitable has become more and more complicated. It demands team performance. It is no longer debatable, Six-Sigma principles are indispensable if effective team performance is to be achieved. References Aamodt, M. G. (2009). Industrial/Organizational Psychology: An Applied Approach (6th ed.). Belmont, Califonia: Cengage Learning. Adams, J. S. (1976). Equity theory: toward a general theory of social interaction. New York: Academic Press. Beck, R. C. (2004). Motivation: theories and principles (5th ed.). London: Pearson/Prentice Hall. Blokdijk, G. (2008). Six Sigma 100 success secrets: the missing Six Sigma green belt, black belt training, certification, design and implementation guide. Chicago, Ill.: Independent Publishers Group, distributor]. Chen, J. (2012). 50 digital team building games fast, fun meeting openers, group activities and adventures using social media, smart phones, GPS, tablets, and more. Hoboken, N.J.: Wiley. Crowther, D., & Green, M. (2006). Organisational theory. London: Chartered Institute of Personnel and Development. Gitlow, H. S. (2005). 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