1. Confirm the improvement performance and compare the result with the improvement target.

The improvement result may be lower than the expected goal of the project team, or it may be generally consistent with the expected goal, or even exceed the team's expectation, thus bringing better improvement to the whole process. In the control stage, team members should find out the key factors that affect performance improvement from various factors that affect the implementation of solutions, and establish a long-term process control system according to these key factors, implement control design, confirm long-term process capability, and continuously improve the process.

The most important thing for continuous process improvement is to achieve process standardization, that is, after the project team completes the improvement work, all steps of the process show good stability. In this way, even after the dissolution of the project team, the improvement activities can continue according to the original steps and progress. In the control stage, it is necessary to standardize various operating conditions in order to minimize process changes. Standardization refers to the uniform specification or description of materials, parts, equipment and products, operations and services according to the company's actual resources or improvement results. Experience shows that human factors are the most important factors, whether it is problems and defects in the process or obstacles and accidents encountered in improvement activities. The achievements in the improvement stage are remarkable and exciting, but at the same time they are fragile. It is difficult for the project team to ensure that their efforts are not wasted, but through standardized management, the input and output variables of the process can be stabilized to the greatest extent, so that the process fluctuation is reduced and the output is stable. At the same time, it can also accumulate good methods to improve organizational learning ability and accumulate strength for subsequent development. To achieve standardization, it is necessary to clarify the roles of various departments in the organization and the responsibilities of various positions in the department. In the process of department operation, the processes and methods that are determined to be good can be fixed by files to form standards, which can improve the resource utilization rate and operational efficiency of department operation and reduce mistakes and operating costs. Standardized operation, that is, the best combination of operators and equipment to minimize waste, has the following important significance in the process of process improvement:

① The probability of finding the real cause of the problem from the process is greatly increased;

② Reduce the cost of quality improvement. Standardized operation reduces process fluctuation, shortens the improvement period of each stage and reduces the cost;

(3) Highlight abnormal situations and help solve problems. Without standardized operation, there are various working methods, and it is impossible to distinguish between normal and abnormal situations, which can be avoided through standardized operation;

④ It is easier to train new employees. Because all operating procedures have standardized documents, new employees only need to learn documents, which is much more labor-saving than no documents;

⑤ Improve the quality. Standardized operation reduces process variation, so the quality will be improved.

2. Establish a rapid response mechanism, and timely adjust strategies, products, services and processes according to changes in key information.

After finding out the key factors affecting performance improvement, recording these factors and updating and correcting them at any time according to the progress of improvement activities can ensure that people will not give up improvement activities slowly with the passage of time or the dissolution of project teams. When reflecting the changes of these key factors in the form of documents, we should pay attention to the following aspects:

(1) documents should be easy to understand, clear and beautiful.

Too many technical terms will bore non-professionals outside the team. If it is necessary to use difficult technical terms, corresponding definitions and explanations must be attached. Adding appropriate pictures and flowcharts to the document can make the key information clearer, while key emphasis such as spaces and arrows will make the document more instructive.

(2) The document shall include the control methods of accidents that deviate from the performance improvement objectives.

It is clear how to find and confirm the factors that affect performance improvement, and what countermeasures should be taken according to different factors to ensure that the process improvement activities will not be forgotten soon, so as to ensure the continuous improvement activities.

(3) With the progress of process improvement activities, documents and records shall be updated and revised at any time.

Several key factors determine the success of the whole process improvement, so the key parts of the document should be tracked and revised continuously. The more times the document is revised, the higher the attention and efforts of the organization to the process improvement activities, thus ensuring that the improved process defects or problems will not reappear.

To be sure, any process improvement activities will have accidents. These key factors affecting performance improvement are recorded in written form or stored in computer in electronic form, so as to establish a rapid response mechanism in enterprises and enable enterprises to adjust strategies, products, services and processes in time according to changes in key information. A good rapid response mechanism should include the following two aspects:

① First, early warning of problems.

There should be clear standards and objectives at all stages of improvement activities. Once there is deviation in improvement activities, the project team can take remedial measures in time where there is a problem.

② The second is emergency repair.

Not all the problems in the improvement activities need to be reconsidered and redesigned, but the unexpected events in the improvement activities need to be handled and corrected by the team in time, otherwise the improvement activities will be farther and farther away from the goal. In the control stage, we should use the well-established customer feedback system and market feedback system in the organization to correct the accidents and problems in the improvement activities at any time.

For better control, we usually use visual management to find existing problems in time. Visual management is to simplify the workflow by using visual tools such as signs, colors, labels or marks, so as to make the problems, abnormal situations and waste state of the work site clear at a glance, so as to find bad trends and take measures as soon as possible. In the control stage, visual management can effectively prevent process variation and maintain the results achieved in the improvement stage. Through visual management, we can keep the work site clean and orderly, make the work process simple and orderly, prevent defects, reduce waste and improve efficiency.

3. Build a six-horse management culture and establish an organization to continuously promote the six-horse management.

A successful enterprise should not only have a perfect governance structure, competitive core technologies, innovative entrepreneurs and management teams, but also have a positive and harmonious corporate culture. Corporate culture plays an increasingly important role in the rise and fall of enterprises. For enterprises that implement six-sigma management, constructing six-sigma management culture is the ideological basis to ensure continuous process improvement activities. Team members should integrate the concept of Six Sigma into corporate culture and establish a culture that supports the improvement of Six Sigma.