Six Sigma is necessary to have the support of upper management?

The short answer is "Yes!"

The answer is: "Yes, and here's why."

Have you ever had the unfortunate experience of work in which management does not fully understand the value of the account or invest the time and effort required for quality improvement? This experience is certainly not rare. You really know the value of support to upper management, you're in a business climate that supports the improvement of processes from top to bottom.

Top management support for Six Sigma is crucial in two areas. First, the power and scope of Six Sigma requires a significant commitment by the organization. This requires support from management to overcome the departmental barriers. Secondly, any kind of change within an organization will meet some resistance, either intentional or just by virtue of inertia. When upper management is behind the change, the resistance can be countered and overcome.

You can not take the Six Sigma with an apathetic attitude. Can not be implemented piecemeal. Six Sigma is not for amateurs. If you are, you're in deep, and you're in for the long haul. Of course, for real and lasting improvement of processes, so it should be. Without a commitment of 100% of the program management of Six Sigma, Six Sigma becomes another "program management".

There will always be resistance to the changes introduced in an organization, and change requires continuous support, encouragement and monitoring by top management to overcome this resistance. There are many ways for projects to fail, and it is always convenient to blame the new tool. If you look hard enough, though, if Six Sigma fails, the failure is clearly the fault of management. If management really has the eye to the customer and is intent on providing quality products and services, then Six Sigma is a good choice to keep everyone focused.

Everyone can agree that the continuous improvement process is worth it, but getting the dedication of time and money to do it is often difficult. The support of upper management is an absolute requirement for quality. The leader of the agenda, rules, and authorize the resources. Without genuine commitment of management, your company's Six Sigma will be difficult if not impossible, to achieve a lasting improvement. Management buy-in is necessary but not sufficient. Leaders must literally pave the way and inspire people to get involved and play their role.

When your senior management on board, may oversee the implementation of Six Sigma effort. They can respond appropriately to both successes and roadblocks. Six Sigma may not be the silver bullet by itself, but must have full support and commitment from all levels of the organization. There are many other methods of quality improvement that have the ability to help organizations. One of the fundamental differences between them and Six Sigma Six Sigma is that it recognizes the need for a comprehensive organizational support and dedication.

Thus, Six Sigma is ideal for projects that require cross-functional groups, and the solution is not evident in the foreground. Upper management needs to understand that the implementation of Six Sigma need to be more prevalent in an organization of isolated projects. Management also plays a crucial role in the Six Sigma focus towards a broader application. Management formed the essential elements of Six Sigma methodology to select the projects that are aligned with business goals. Then, these managers must select and mentor Six Sigma project leaders called "Belts". Belts in turn mentors to others who share their skills and seek to continuously improve themselves, those around them, and the organization as a whole. Mentoring Six Sigma concept and the insistence on the senior management buy-ins are great ways to focus issues concerning the implementation of Six Sigma throughout the organization. When the upper management can contain up Six Sigma as the method by which an organization defines and implements the change in its whole structure, it is significant and lasting change comes .......