Six Sigma and TQM are NOT Fads!

I have repeatedly heard from various managers and organizations that 6-Sigma, Total Quality Management (TQM), ISO-9000, Quality Improvement, etc. are management fads that had their time and passed on, that they are too complex and do not work. When I hear these statements, I listen to what is being said and try to (a) determine how much they know about these management techniques and methods and (b) how they define “execution” or implementation of these methods in a given organization.

First, if the understanding of these tools is basic, then the realization of their potential is going to be limited. I have worked with organizations that viewed TQM as a way to establish “Teams”. All of the organization’s resources, promotions, training and practices revolved around (a) creating teams and (b) running teams and meetings with the idea that somehow things would just get fixed by theses teams in an effective and efficient manner. All of the organization’s staff were absorbed in multiple teams dealing with a variety of issues. The reality of it is that Teams are only one of many tools in a portfolio of tools, practices and general behavior that needs to be in place for the organization to truly be practicing TQM principles.

Secondly, if the organization does not take into account that implementing these practices requires long-term commitment, not a few months, but literally years, and the organization is too impatient to get results, then they never achieve the expected big successes they have heard about. What we are talking about with these methods and practices is changing organization culture and individual behavior. Getting people to be collaborative in problem-solving and not looking at their jobs and the jobs of others as silos that if they “…just to do their piece…” takes time, commitment, energy and change of long-term attitude. The attitude needed is that my piece is dependent on the previous piece and affects the next piece and that I need to work with both my “Suppliers” and “Customers” to produce a quality product/service for the end.

I will concede that if you want something fast and simple, these methods are generally not for you. However, to attain long-term success, quality and reliable solutions, investment in 6-sigma/TQM will yield results beyond your normal operating practices, WITH TIME!

Another way to look at these methods while growing your organization’s capabilities is to use the tools and practices incrementally as needed until your organization reaches a higher degree of maturity. For instance, what I mean is, train your managers first, then some key staff, then your line workers and reinforce that we are not going to use each and every tool and method learned each and every time on every project. That you will use what is useful for a particular situation. With time and practice, there will be a slow shift towards a holistic toolset and maybe you can ultimately become certified as 6-sigma, TQM, ISO organization. One training pattern I used to develop a 6-sigma capacity in a 100+ employee organization was the following:

• Yellow-belt: train everyone in the organization on basic problem-solving (1 day)
• Green-belt: train 10-15 people (managers, project managers, team leaders, etc.) on more advanced techniques that could be used on projects (12 days). Have these people manage the projects and lead the yellow-belts.
• Black-belt: hire 1-2 black belts to act as mentors and consultants to the entire organization and support the green-belts. Lead mission-critical, high priority projects.