Implementing Six Sigma for HR Development: Process Improvement Strategies

Hi,

Can anyone share his/her experience using Six Sigma to improve HR department efficiency?

Thanks,
Rebecca

Dear All,

"6 Sigma" means the least chance to make mistakes, so it can be initiated in any department, including HR. Having all the reports in formats and a tracking mechanism is essential. For example, in Training, if during an audit you claim to have made quarterly plans for training, the auditor will ask for the calendar, feedback form, attendance sheet, etc. Therefore, the complete process should be documented.

I hope this helps.

Cheers,
Anisha

Hi friends,

It is a wonderful thought to have Six Sigma extended to HR. The modus operandi itself would be quite interesting. Please post any value-added information and keep the chain of information strong.

A good day to all.

Srinivaskvmk

Hi Friends,

Assuming that all of you are conceptually clear about what Six Sigma is. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving towards six standard deviations between the mean and the nearest specification limit) in any process - from manufacturing to transactional and from product to service. By this definition, you can easily say it is a disciplined, data-driven approach for eliminating defects (undesirable step/desirable state against criteria of quality and cost) in any process. To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities. You can use these Six Sigma tools for mapping and rectifying HR processes. Otherwise, you can blend tools of Six Sigma (Control Chart, Defect Measurement, Pareto Diagram, Process Mapping, Root Cause Analysis, Statistical Process Control, and Tree Diagram) with HR Scorecard to conduct HR audits. Because Six Sigma focuses on defects per million opportunities (DPMO), it may be hard for some to identify opportunity points in HR without trained eyes. In production, it is quite easier.

Arvind Singh

09213998535

Hi All,

Arvind mentioned 6 Sigma in a very nice way. I thought of adding a bit to this topic so that it benefits our efforts to initiate some new ideas into HR. The 6 Sigma problem-solving approach has the following steps:

1. Identification of customer (internal/external, depending on the case) requirements.

2. Identification of a project.

3. Identification of the measures.

4. DMAIC/DMADV (Define, Measure, Analyze, Improve, Control/Define, Measure, Analyze, Design, Verify).

Here, Define means determining project objectives, scope...; Measure means process performance parameters, data to quantify, cost to quality in service measures...; Analyze means analyzing the root causes for deviations...; Improve means interventions to improve the processes and restrict deviations...; Control means implementation of a system to control and maintain performance over time. In the other case, Design is to design a new system to change the routine way or to design some new systems, Verify is to verify if the new design and its review meet the actual results that the design change intended to have.

With this, we can set up a basic 6 Sigma structure to monitor various initiatives in HR. There is a lot more to it, but this can get the ball rolling for 6 Sigma implementation.

Some examples where this can be effectively used today could be related to HRIS (correct info), correct and timely responses to queries, employee transfers (effective settling of employees and being productive after transfers), training (measure of effectiveness at job performance after training), retention initiatives.

Regards,

Balaji

Rebecca,

While working with HCL, we reduced training durations for both induction and skills-based programs from an earlier 15-30 days to 1 week by incorporating Six Sigma techniques. We made extensive use of web-based CBTs, knowledge management, and the "FAQs database," which helped push the learning curve to very steep levels.

Surya