"At Raytheon Six Sigma Works, Too, to Improve HR Management Processes"
Journal of Organizational Excellence
Autumn 2003, pp. 29-42
Raytheon is one of only a handful of companies that have extended the practice of Six Sigma to the HR function. This article gives examples of some of the projects that HR has tackled at Raytheon, as well as explaining the Six Sigma approach Raytheon uses. Included is a very good discussion of the Kaizen Blitz approach Raytheon's HR group has used for fast-track improvement.
In summarizing what Raytheon has learned from its dozens of projects, the following key factors and lessons are identified as contributing to the success of Six Sigma efforts within the HR function:
- Kaizen Blitzes eliminate multi-tasking—"By allowing the team members to focus solely on a project for a specified time period, a number of 'stop/start again later' actions are avoided, along with their inefficiencies of lost momentum"
- Involve the customer—Raytheon brings the voice of the customer into the assessment of the current state and the identification of a desirable future state
- Set clear expectations—Vagueness can slow down the concentrated schedule of the Kaizen Blitz
- Just start somewhere; It doesn't have to be perfect—Hands-on experience builds credibility as the power of Six Sigma is demonstrated
- Provide mentors—Start with outside experts until you can build internal capacity;
- Provide strong leadership support—This includes "encouraging people to go to Six Sigma training, setting goals for trained and qualified specialists, staying the course with messages of support, helping teams to overcome barriers and find elegant solutions, celebrating successes"
- Talk in their words—Don't overuse Six Sigma lingo with those who are not convinced yet
- Capitalize on the power of networking—Bring together HR people from all over the organization
- Set stretch goals and track success—People will accomplish more if they know where they are going and track how they are doing
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