Summary
Recently, the author's company used the bias inherent in survey administration to their benefit and improved stakeholder satisfaction with Six Sigma implementation in their manufacturing company. They administered two surveys -- the second survey showed an improvement in satisfaction scores, even though no significant changes in the Six Sigma deployment had occurred. They met with all the stakeholders to present their action plans. Then, they surveyed the group again in December, after implementation of the solutions, to see if they were on the right track. The satisfaction levels increased again, with dissatisfaction falling to 10%. It was this simple employee involvement that they credit for their success. Not only were they able to craft stakeholder focused solutions, they also gained buy-in for the solutions by involving the Black Belts in the analysis of the survey responses. Most of all, they obtained trust and credibility by showing they listened to their stakeholders.
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Extract
Simple Surveys to the Rescue
Anyone who has attended a course on survey development knows it is difficult, if not impossible, to conduct a survey without the survey itself having an effect on the people taking it. We are taught the effect that occurs is called bias. We are also taught bias is a bad thing.
Recently, however, my company used the bias inherent in survey administration to our benefit and improved stakeholder satisfaction with Six Sigma implementation in our manufacturing company. We administered two surveys-the second survey showed an improvement in satisfaction scores, even though no significant changes in the Six Sigma deployment ...See the full content of this document
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