| Having read the benefits of time-tested quality | | | | use a time-tested marketing concept that stresses |
| improvement techniques such as Six Sigma, many | | | | communicating an idea in terms of its monetary |
| managers often feel the need to implement the same | | | | benefits. So, what managers should really be doing is |
| in their respective domains. However, since permission | | | | concentrate on communicating the monetary benefits |
| from top management is required for such | | | | that will eventually come in the form of increased sales |
| implementations and most managers often do not | | | | when quality is improved and costs are reduced using |
| know how to present their case to top management in | | | | Six Sigma. |
| the right manner, they often fail to bring about the | | | | Following this strategy will certainly help, because even |
| desired revolutionary changes, possible only through | | | | the most conservative leaders will not find merit in |
| Six Sigma concepts and methodologies. | | | | rejecting an idea that holds great potential to earn top |
| However, since this is easier said than done, it is | | | | dollar. Managers will thus be able to get the desired |
| recommended that managers follow the prescribed | | | | green light for the initiation of Six Sigma implementation. |
| guidelines, described in the following paragraphs. | | | | Market It as a Low-Risk Proposition |
| Identify and Evaluate the Target Audience | | | | If managers were to state the real risks associated |
| Managers should first try to identify the panel | | | | with Six Sigma implementations, they would hardly |
| members who are most likely to preside over the | | | | ever get the desired go-ahead. This is why, when |
| deliberations. After this, they need to evaluate each | | | | presenting their case, managers should try to limit |
| individual member in order to get a feel of all the | | | | risk-related conversations. However, since hiding facts |
| problems that they might have to face during the | | | | may prove disastrous, it managers should take the |
| negotiations. Based on this, they can plan the right | | | | righteous path and communicate to their peers that Six |
| course of action. | | | | Sigma implementations will be launched though a pilot |
| For example, if a manager finds out that most of the | | | | project, having only limited risks. It should also be |
| panel members follow a conservative business | | | | communicated that full-fledged implementations will |
| approach and do not take too well to new business | | | | start only if the pilot project proves successful. Most |
| proposals, he will automatically know that the going will | | | | top management members will agree to this and give |
| be tough and that he will have to put in extra effort to | | | | the green light. |
| make the right impression on the panel members. | | | | If managers sincerely follow these strategies, they can |
| Sell the Idea in Dollar Terms | | | | easily get the approval of top management. By doing |
| Six Sigma implementations no doubt help in reducing | | | | so, managers will also be able to get the support and |
| costs and improving quality, but since these benefits | | | | guidance of their peers, a prerequisite for ensuring the |
| often do not sound all that tempting, managers should | | | | success of Six Sigma implementations. |