DMAIC, DMAVD, DFSS or any other Six Sigma framework is a disciplined data driven structured methodology that if implemented as required will yield breakthrough levels of improvement in organizations.

Having applied Six Sigma and other process methodologies across multiple SBU’s at our organization one aspect that is not given much attention in many formal Six Sigma training courses is the role that a belt’s soft skills play in the success or failure of a project.

Whether we know it or not most of us spend a good deal of our working lives interacting with others i.e. formally through meetings, calls, presentations, emails etc or informally though conversations, discussions even the odd chat down the corridor.

Thus how effectively we interact with our peers could dictate how successful we are in convincing them to accept our point of view. I have found this tends to be the norm, be it Six Sigma project or be it asking for a favor from a close friend.

A limitation that I find in many Six Sigma training courses is the lack of emphasis and attention to developing a belt’s soft skills. In fact to be a successful process expert requires you be an effective communicator, negotiator, project manager, team leader, mentor and coach all in one. Developing these skills can significantly help a black belt successfully implement Six Sigma or any process methodology across the company hierarchy.

In nurturing prospective green belts and black belts, I use a “10 point soft skills matrix” to evaluate the soft skills competency of a belt prior to engaging in a Six Sigma project.

A rating scale is used with scores ranging from 1-4, depending on the varying strengths in a particular competency. The soft skills competency of any prospective process expert can be evaluated using this matrix and necessary levels of training could be customized as required.

The 10 points along with the relevant rating criteria is shown in Figure (1).

The total score for all ten categories and the score for an individual set of skills are computed. As per the reported scores, appropriate training is provided to the required individuals in conjunction with Six Sigma Black Belt and Green Belt training.

Having worked on many process improvement projects across multiple SBU’s in my organization in the Sri-Lankan apparel industry, a primary factor that determines the success or failure of any project is the level of cultural acceptance and support a project or practitioner receives from various levels of an organization.

Overtime the Sri-Lankan apparel industry has evolved from a highly operationally focused model to a modern manufacturing one today. The recognition and importance of process methodologies as an effective tool in streamlining both manufacturing and transactional processes is widely being acknowledged across the industry with more and more companies now initiating and implementing some sort of process improvement driven methodology.

Given the operational bias that still persists in the industry, in order to successfully implement process methodologies such as Six Sigma, practitioners need to be able to successfully sell projects to a range of stakeholders across the management hierarchy. I find it easy to categorize the process owners into 5 strata as depicted in the “Cultural-Pyramid” as indicated in figure (1).

The roles of various stakeholders across the management hierarchy in relation to their cultural significance are also described.

Figure (1): The Cultural Pyramid

By evaluating the expectation and influence of each stakeholder in the pyramid, one can identify the expectations of each of the respective stakeholders. By developing a communication strategy for each (relevant) level in the cultural pyramid at the onset of a project the net result was an appreciation of the potential of process methodologies at a “Grassroots” level. For lower levels of an organization, basic exposure and awareness about the core concepts of a methodology at the initial stages has been an effective way to lay the foundation on which to extend the use of more advanced process methodologies such as Six Sigma.

The cultural pyramid also serves as an effective communication channel, whereby if necessary issues could be escalated to the highest level, quickly and effectively, thus facilitating the implementation of process methodologies in an organization.

Zakir Ahamed is a Six Sigma Black Belt and PMP (Project Management Professional). He has worked with multiple SBU’s within Brandix, on process improvement, project management and consultancy projects. Zakir holds an MSC in Management Science and Operational Research from Warwick Business School, UK and a BSC in Engineering and Business Studies from the same institution. Email: zakir(at)slt.lk