| Such initiatives no doubt offer huge benefits, but they | | | | are much cheaper than communications technologies |
| have also created new challenges for businesses, | | | | that were available just a decade ago. |
| especially for those that are in the process of | | | | Increasing the Frequency of Team Interactions |
| improving quality and productivity through the use of | | | | With the easy availability of cost-effective technology, |
| improvement techniques such as Six Sigma. New | | | | businesses should try to make the best possible use |
| challenges have been created because the success | | | | of the available resources. Since geographically |
| of Six Sigma projects depends a lot on the level of | | | | scattered Six Sigma teams are most likely to have |
| coordination between implementation teams, something | | | | members belonging to different countries and regions, |
| that is quite difficult to achieve when geographical | | | | businesses need to make efforts to help break the ice |
| boundaries and limitations are to be considered. | | | | and initiate the familiarization process. This can easily |
| However, this should not dissuade businesses from | | | | be done by increasing the frequency of interactions |
| achieving their global ambitions because the only thing | | | | between the regional teams. |
| required is the right focus and the ability to select the | | | | If possible, businesses should try to encourage informal |
| right options. Explained below are some tips and | | | | discussions and debates because it is only then the |
| strategies that businesses can use for optimizing the | | | | geographically scattered team members will be able to |
| performance of their geographically scattered Six | | | | open up to each other and most importantly trust each |
| Sigma implementation teams. | | | | other. This will go a long way in instilling the spirit of |
| Relying on Technology | | | | camaraderie, something that is vital for getting the best |
| Technology has always been the best friend of | | | | performance from regional Six Sigma teams. |
| businesses having worldwide operations, obviously | | | | To achieve even better results, businesses need to |
| because technology does not recognize geographical | | | | provide top management support to regional teams. |
| boundaries and offers the same benefits, irrespective | | | | The support can come either in the form of regular |
| of the color or creed of the individual using it. As such, | | | | guidance or the leeway to take independent decisions. |
| geographically scattered Six Sigma teams that need | | | | Whichever way it is delivered, top management |
| to coordinate their activities can make use of the latest | | | | support always helps because team members then |
| communications technologies such as Internet | | | | feel more confident and are not afraid to take |
| telephony (VoIP), Internet Video Conferencing and | | | | calculated risks that are a part of every Six Sigma |
| other available technologies. | | | | implementation project. All this helps a lot in ensuring |
| The best part is that they do not have to worry about | | | | the success of ongoing multi-point Six Sigma |
| overhead cost because most of these technologies | | | | implementation projects. |