Stakeholders: A Key to Project Success
One the issues frequently faced by lean six sigma belts is the need to secure key stakeholder support for process changes. Using the DMAIC approach the team should select the solution that best addresses the vital few root causes while also being acceptable to the organization. In other words the new process needs to correct the process deficiencies AND have the support of the organization.
Oftentimes these changes go counter to “the way we’ve always done it” mindset. And often the poor performing process was originally developed by a key stakeholder in the organization such as a senior manager or someone with established competence or experience in the process. While stating their support to improve it, frequently these individuals are not all that keen to see “their baby” changed.
So how does the belt address this potential roadblock when the stakeholder’s support may be lacking?
A key step is for the lead belt and the team is to identify the key stakeholders who could be in a position to impact the implementation of a new process. Then the lead belt needs to engage with that stakeholder.
The most effective ways to bring a resistant stakeholder along are with engagement and good data. Every LSS project requires data to measure performance and identify key factors that influence process variation and poor performance. But that same data can hold the key to bringing a reluctant stakeholder along with you.