Although world-class firms like GE and Motorola have relied on Six Sigma to build their performance cultures, these processes are all too often left out of human resources (HR) functions. This lack of Six Sigma principles is even more surprising because preventing errors and improving productivity are so critical to the people management processes of hiring, retention, appraisal, and development. From the history and evolution of the Total Quality movement to initiatives for introducing a Six Sigma continuous process improvement strategy in your HR department, Achieving HR Excellence through Six Sigma introduces a new way to envision your role within the organization. It explains how this powerful methodology works and supplies a roadmap to help you find and eliminate waste in your HR processes. Describing exactly what HR excellence means, the book outlines dozens of proven approaches as well as a hierarchy of the exact steps required to achieve it. It illustrates the Six Sigma methodology from the creation of a project to its successful completion. At each stage, it describes the specific tools currently available and provides examples of organizations that have used Six Sigma within HR to improve their organizations. The text presents proven approaches that can help you solve and even eliminate people management problems altogether. Filled with real-world examples, it demonstrates how to implement six sigma into the transformational side of your organization. It also includes a listing of additional resources to help you along your Six Sigma journey. Explaining how to build a new business model for your HR organization, the book supplies the new perspective and broad view you will need to discover and recommend game-changing alternatives to traditional HR approaches in your organization
What Do We Mean by HR Excellence? Introduction Excellence Is the Acquisition and Integration of Passionate and Culturally Aligned Employees who Are Engaged and Aligned with the Organization's Goals Using Tools and Processes to Advance the Business Mission Focus on Elements That Are Strategic, Transactional, and Compliance Issues Focus on Gaining and Maintaining a Seat at the Table Securing, Training, and Retaining Talent to Meet Corporate Business Strategies Do We Know What to Work on Next? Where Is HR Excellence Going to Take Us? Endnotes Where Did Six Sigma Come From? Introduction Deming's 14 Points of Quality Create Consistency of Purpose for Improvement of Products and Services Adapt the New Philosophy Cease Dependence on Mass Inspections End the Practice of Awarding Business on Price Tag Only Improve Constantly and Forever the System of Production and Service Institute Training Institute Leadership Drive Out Fear Break Down Barriers between Staff Areas Eliminate Slogans, Exhortations, and Targets for the Workforce Eliminate Numerical Quotas Remove Barriers to Pride of Workmanship Institute a Vigorous Program of Education and Retraining Take Action to Accomplish the Transformation Evolution of the Total Quality Management System Quality Circles Total Quality Management GE Workout Toyota Production System Six Sigma Process Lean Six Sigma Framework Modern-Day Evolution of Six Sigma Ultimate Improvement Cycle Rapid Workout Endnotes What Is Six Sigma? Introduction Objection: It Is a Manufacturing Thing Objection: We Tried That, and It Did Not Work in Our Organization Objection: It Is Too Complex to Be Used in Most Organizations Six Sigma Roles Senior Executive Executive Committee Champion (Project) Process Owner Master Black Belt Black Belt Green Belt Yellow Belt White Belt Six Sigma Methodology Themes Endnotes Six Sigma Tool Box Introduction Define Stage Measure Stage Question 1: How Do We Measure the VOC Issues? Question 2: What Is the Source for the Process Data? Question 3: Do the Data Tell Us about the Real Current State? Question 4: What Does the Existing Process Tell Us? Question 5: How Does the Current Process Operate? Question 6: How Does the Current State of the Process Match the VOC? Analyze Stage Question 1: How Does the Process Perform? Question 2: What Areas Are Causing the Problem? Question 3: What Does the Current State Show Us?. Question 4: What Do the Data Indicate? Question 5: Does the Root Cause Affect the VOC Issues? Improve Stage Control Stage Summary Endnotes In Plain Sight: Sources of Wastes Introduction Waste Type 1: Overproduction Waste Type 2: Waiting Waste Type 3: Unnecessary Transport Waste Type 4: Overprocessing Waste Type 5: Excess Inventory Waste Type 6: Unnecessary Movement Waste Type 7: Defects Waste Type 8: Unused Employee Potential Waste Type 9: Material Underutilization Endnotes Applied Six Sigma and Human Capital Management Introduction Functional Area 1: Human Resources Business Management and Strategy Mergers and Acquisitions Human Resource Audits Functional Area 2: Workforce Planning and Employment Accurate Tracking of Family Medical Leave Frequently Asked Questions in the Employee Handbook Job Posting Rates Increased Retention Application Response Time Removal of Unnecessary Steps in the Process Functional Area 3: Human Resource Development The Measure Stage: How Bad Is the Problem, and What Might Be Causing It? The Analyze Phase: What Are the Vital Few Causes of the Problem? The Improve Phase: What Changes Should We Make to the Process to Eliminate or Reduce the Impact of the Cause? Pilot and Acceptance Testing The Control Phase: What Process Monitoring Should Be Put in Place to Ensure the Process Changes Are Sustained? Conclusion Functional Area 4: Compensation and Benefits Functional Area 5: Employee and Labor Relations Complaint Procedures Incident Reports Contro
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