Effective leadership and top management commitment- Great support from top management is very important in the reformation of the organization and accomplishing the cultural change and motivation of employees in the context of quality and six sigma strategy into the business. Therefore, leaders need to have strong advocates of six sigma.
Organizational infrastructure- Strong organizational infrastructure is also required in order to support six sigma undertaking. It has been determine that great deal is done by teams as every team member plays various roles and held positions under the belt systems (Marzagão and Carvalho 2016). Furthermore, time and readiness of the organization is also very significant because the introduction of six sigma in the organization needs a great deal of resources, time , investment and commitment of leadership.
Culture change- For effective implementation of six sigma, it needs adjustments to the culture of the organization and change attitude of employees. Within organization employees need to be motivated towards the implementation and development of six sigma program and it can be done through different reward and recognition program. In addition to this, various successful companies in the six sigma having key factor that is communicating over the enthusiasm of six sigma which has been the direct involvement of their top leaders and managers.
Training- Training is the significant element in the effective implementation and development of six sigma program. It is very crucial to communicate both why and how of six sigma at early stage in the organization in order to offer opportunity to people to enhance their comfort level from training classes. In the context of training there is hierarchy of expertise which is determined by the belt system. Moreover, investment in training is the important factor to provide knowledge to employees about six-sigma (Marzagão and Carvalho 2016).
In addition to this, some obstacles and challenges are faced by six sigma methods which are follow-
Following are strengths and weakness of the SCOR model-
Figure 1:SCOR Model's five process workflows
Akkucuk, U. 2016. SCOR model and the green supply chain. In Handbook of research on waste management techniques for sustainability (pp. 108-124). IGI Global.
Divsalar, M., Ahmadi, M. and Nemati, Y. 2020. A SCOR-Based Model to Evaluate LARG Supply Chain Performance Using a Hybrid MADM Method. IEEE Transactions on Engineering Management.
Marzagão, D.S.L. and Carvalho, M.M. 2016. Critical success factors for Six Sigma projects. International Journal of Project Management, 34(8), pp.1505-1518.
Neulicht, A.T. 2019. Strengths, Challenges, Opportunities, and Risks (SCOR©): A Strategic Tool for Business, Personal and Case Analyses. Rehabilitation Professional, 27(1).
Sharma, P., Malik, S.C., Gupta, A. and Jha, P.C. 2018. A DMAIC Six Sigma approach to quality improvement in the anodising stage of the amplifier production process. International Journal of Quality & Reliability Management.
Timans, W., Ahaus, K., van Solingen, R., Kumar, M. and Antony, J. 2016. Implementation of continuous improvement based on Lean Six Sigma in small-and medium-sized enterprises. Total Quality Management & Business Excellence, 27(3-4), pp.309-324.
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