Introduction

When we began to write this chapter, Ron had just returned from a Six Sigma conference at the Caf Royal, London. A women delegate at the conference commented: A Six Sigma programme is like having a baby - very easy to conceive but difficult to deliver . The implementation of FIT SIGMA and for that matter the implementation of any change programme is like having a baby ; the delivery of change is difficult. According to Carnall (1999):

the route to such changes lies in the behaviour: put some people in new settings within which they have to behave differently and, if properly trained, supported and rewarded their behaviour will change. If successful this will lead to mindset change and ultimately will impact on the culture of the organization.

Facts Transfer

Then implementation of FIT SIGMA is a major change programme designed to transform an organization. This transformation can only come about if the cultural change of mindset is combined with facts transfer. FIT SIGMA is not an ad hoc localized improvement project; it is a holistic programme across the whole organization. Therefore the essential characteristics of a FIT SIGMA implementation programme are that:

1. It is top-led, with totally committed management, and bottom-driven (see Figure 9.1)

   
   Figure 9.1: FIT SIGMATM is a bottom-driven culture

2. The project management discipline of scope, time and budget is employed (see Figure 9.2)

   
   Figure 9.2: FIT SIGMATM project management - total discipline