Six Sigma is not the latest buzzword in management circles. There has been a long time, and the companies have been raining awards for this merit-worthy process. Six Sigma is a quality-oriented measure, which will be reduced to waste management, and to improve internal efficiency through quantifiable tools. It is able not only to product-based industries, Six Sigma, distributed or applied to service companies. Six Sigma process model consists of the followingMethodology: Define, Measure, Analyze, Improve, Control. The process is by Six Sigma Green Belts and Six Sigma Black Belts, who oversees executed by Six Sigma Master Black Belts.
Six Sigma overhaul of existing processes of a company. Of course, line and staff have a coordinated effort to achieve the Six Sigma set targets. Concerns in relation to the HR department, the main results for the performance of Six Sigma requirements would be some of the following:
Recruitment andRetention
Six Sigma has several designated roles for actors. Therefore, HR must ensure that members are carefully selected for each role. Of these, the black belt is the key to the success of the Six Sigma program. It is the responsibility of HR to ensure that assessment tools to identify potential candidates for the black belt level. These candidates are usually selected from a resource of promising candidates. Thus the black belt in the Six Sigma program, anchors theHR team has:
1. Develop a comprehensive competency-tap system and existing latent talents
2. lead and develop training models that meet the requirements of the Six Sigma process extended
3. Create a retention strategy to ensure that the black belt to remain in their positions until the conclusion of the Six Sigma initiative
Compensation and Rewards
Rewarding team player of the Six Sigma process can be very complicated. This is because the people for the selectedSix Sigma are from every rank and order of the organization. Therefore, the reward can not be flat. At the same time, it is a sensitive issue, people can compensate on the basis of their experience and qualifications within the Six Sigma program. HR is responsible for dealing with this sensitive subject with great care and consideration. Compensation on the basis of fairness, deserve further. Should also be designed compensation and rewards to ensure that team players are motivated to participate in themore Six Sigma projects. This compensation structure should be in sync with the objective of the Six Sigma project.
Knowledge Management
HR can play a central role in the knowledge management aspect of Six Sigma projects. There is immense learning in the Six Sigma process. During the implementation of the project are the business processes investigated on a microscopic level, and their productivity is analyzed to numeric. Valuable information about the core processes of the companySkills will be lost if there is no data management. The learning process needs to be collected and disseminated within the organization. The HR team can know about the resource center, can improve the business skills.
Change Management
During the implementation of Six Sigma project management processes, many would be revised. This would naturally lead to that change in management thinking, work samples and settings. Change of any kind filled with a lotorganizational resistance. Here it is important that the HR change agent to play "the role and the catalyst of change from old to new business processes. This can be achieved by establishing a proper communication network throughout the company. Has for the Six Sigma project success, HR has to tout the benefits of the project for all executives reluctantly.
This article covers most of the 'visible' functions of the High Representative in the Six Sigma project. However, much more could DynamicsRoles, which are still at the Six Sigma process. HR has therefore to be ready to play a multi-skilled role and adapt to the demands of the Six Sigma project.
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