Increasing the quality of a company’s performance and improving the outcomes of organizational projects is an essential step toward progress. Therefore, it is crucial that a proper quality management framework should be adopted by the members of an organization or the leaders of a specific project. The Six Sigma concept, in its turn, provides an opportunity for not merely improvements but the creation of an environment, in which the further evolution of a firm becomes a possibility.
Although the foundational concepts of Six Sigma are rather simple, the array of tools that it provides to enhance the performance rates as well as the strategies that it offers to reinforce the efficacy of the project create prerequisites for a grand improvement in the context of any entrepreneurship.
The success that the phenomenon of Six Sigma may lead a company or project leader to can be explained by the ability to draw the essential elements together, therefore, contributing to a significant improvement in the quality of the communication process. In other words, the Six Sigma approach allows viewing an organization as a combination of unique elements and the collaboration of numerous experts, who, in their turn, are linked together in different departments. As a result, the Six Sigma framework points to the fact that an organization or a project created by its members should be considered as a result of an intricate communication process that can be enhanced by introducing new tools and strategies (Agustiady, 2013).
At this point, the fact that the Six Sigma framework helps redesign the organizational behavior patterns needs to be brought up. Although aimed at improving quality, the Six Sigma owes a considerable part of its success to the fact that it is aimed at redesigning the behavioral patterns of the staff members. As a result, the opportunities for introducing the concepts of Corporate Social Responsibility (CSR) and, therefore, modeling the employees’ behavior in the desired way without challenging them to change their personality traits are created (James, 2014).
However, when it comes to pinpointing the ideas that make Six Sigma unsurpassed among the rest of quality management tools, one must mention the fact that it helps make a company customer-driven, at the same time, focusing on the needs of the staff members (Pyzdek & Keller, 2014).
Therefore, the application of the philosophy in question becomes a possibility in any organizational setting. Shaping people’s idea of what a company must be geared toward, the Six Sigma phenomenon can be viewed as a perfect tool for maintaining high-quality rate sand at the same time allocating the existing resources, particularly, the human ones, in a reasonable and responsible manner (Ranjan & Vora, 2014).
Despite the fact that the Six Sigma approach might seem somewhat simplistic, it serves as a powerful tool for reinforcing the performance of any entrepreneurship even in the conditions that can be defined as dire. Because of the flexible frameworks that it suggests, including the DMAIC and DMADV strategies, the Six Sigma concept serves as a means of getting the priorities straight within a relatively short amount of time and, therefore, locating the shortest way to success. Although Six Sigma should not be viewed as the ultimate silver bullet that will immediately lead a project to a triumph, it is an efficient framework, which provides an opportunity to set measurable objectives and attain the required goals successfully.
Reference List
Agustiady, T. (2013). Communication for continuous improvement projects. New York, NY: CRC Press.
James, L. (2014). Sustainability footprints in SMEs: Strategy and case studies for entrepreneurs and small business. New York, NY: John Wiley & Sons.
Pyzdek, T., & Keller, P. (2014).The Six Sigma handbook. (4th ed.). New York, NY: McGraw-Hill.
Ranjan, J., & Vora, T. (2014). Implementing lean Six Sigma in 30 days. New Delhi: Packt Publishing Ltd..