When studying Six Sigma fundamentals, one of the first things students will learn is the sheer importance of defining the problem clearly, which is of course the first step in both the DMAIC or DMADV methodologies.
All projects generally result in procedural or process changes. An environmentally-oriented project may also involve a larger behavioral change of team members. When choosing which sort of project to implement, it is wise to take time to plan the big picture of how one project can lead into others. This is important so that smaller projects can cultivate support and build morale for additional business sustainability projects that may follow.
Implementing a project that improves energy efficiency related to choice of lighting, for instance, is a company-wide change that can generate savings and support. Change at this level generally has a relatively low impact on employee routine or habits, but some changes will. Setting aside some of these initial savings for incentives the employees will value can cushion the news of changing workplace behaviors that may come along with subsequent environmental improvements down the line.
Data related to savings accrued through company-wide lighting or energy choices is important to share with employees and customers. Celebrating and showcasing improvements can be great for boosting employee pride, as well as company image. A portion of that savings can be used for environmental perks that can be included in marketing literature and webpage promotion. Some examples of this sort of project include:
- setting up an outside rain garden to slow down building/parking lot rainwater run-off
- installing a xeriscaped lunch area that is low-maintenance and offers a peaceful place to eat or take break time
- building a solar panel charging station for cell phones and other personal devices
These sorts of projects can easily improve corporate image, bolster employee buy-in for bigger projects and help raise environmental awareness. Surveys of staff may also reveal a cost-effective perk that management wouldn’t think of without employee engagement. This sort of communication fosters positive employee-employer relationships and can be leveraged for buy-in to future projects.
Larger-scale projects will involve employees and teams of employees changing the way they do things on a daily basis. Some of these projects might include:
- Changing materials or machines in a product line
- Changing the way items are packaged
- Streamlining production processes across divisions
- Re-designing areas for maximum effectiveness
- Setting up a company-side compost program
- Developing a comprehensive recycling program
- Handling how waste is sorted and shipped
These larger projects change people’s daily work routines and involve a higher degree of employee support. While it is certainly within upper management’s right to simply force a new process in place, there are more stable (and sustainable) ways to approach project development and change. Considering the employee side of “defining the problem” is essential to effective roll-out of any change. They are the ones that will keep processes and production moving smoothly. Excellent communication, a reliable time line, meaningful incentives, and sincere affirmations can help the success rate of larger projects throughout the process of their completion.
As the topic of climate change continues to gain international attention, business leaders find themselves in a unique position to raise awareness as they save money and reduce their organization’s carbon footprint. Environmental responsibility isn’t just a matter of ethics, it is also an integral part of a cost-effective business plan. With its emphasis on constant improvement, Six Sigma offers a wide array of tools for business leaders to plan thoughtful projects that save money and conserve resources, all while boosting profits and the overall image of the company.
