by admin on June 27, 2011
Applying Six Sigma strategies on a company takes advantage of creating a special structure of people with implementation roles. This is one feature that sets Six Sigma apart from other management strategies and business models. It professionalizes quality of management functions that covers all business functions. It adopts a hierarchical system using a ranking terminology that is defined on the following terms from the highest to the lowest rank:
First is the Executive Leadership rank that pertains to the highest members of the management. For Six Sigma to be effective, it requires strong commitment from the whole organization but most particular from the top most level. The CEO and other executive members are responsible for setting the visions and goals for the implementation of Six Sigma. In the same way, these top members provide the necessary leadership and skills to the other members by giving them opportunities to give birth to improvements and new ideas.
Second are the Champions who are the primary members to implement the Six Sigma strategies throughout the organization in a cohesive, systematic, and integrated approach. Project champions are the managers in the organization and they are responsible for placing all of the support systems needed for the Six Sigma initiative to succeed. They also provide exposure and endorsement of the program to their functional reports and initiatives.
Following the Champions are the Master Black Belts which act as in house coaches on Six Sigma. The primary responsibility of a Master Black Belt is to provide assistance to the lower belts to ensure that the Six Sigma implementation in the whole organization is consistent. This means that a Master Black Belt needs to have an excellent understanding of the Six Sigma tools and strategies as well as be good mobilizers and leaders.
Black Belts are next to Master Black Belts and they apply the Six Sigma methodologies to the specific projects that the organization takes part in. This is where the execution of the Six Sigma strategies begins. After the Champions and the Master Black Belts identify all of the areas where Six Sigma needs to be implemented, the Black Belts will then execute that plan. To be an effective Black Belt, it is important to lead by example and mobilize oneself and have a genuine interest in all of the people that the Black Belt leads.
Last are the Green Belts who are trained in Six Sigma improvement methodology and implements it along with their other job responsibilities. It means that they are involved in Six Sigma on a part time basis. Unlike Black Belts, they usually work on projects within their own functional area. In addition, some organizations add more color belts below the Green Belts like the Yellow Belts. This only means that these members of the organization have basic training in Six Sigma strategies and techniques.
The Six Sigma methodology is all encompassing. This is the reason why an organization needs to make sure that the people that they involve in implementing the Six Sigma strategies are well trained and certified. If there is anything that should be the core value of your Six Sigma initiative, it has got to be education.
Before an organization picks candidates to fill the implementation roles for Six Sigma, they should receive in house training or third party training from an effective consultant in the following areas:
| Six Sigma Champion Curriculum and Body of Knowledge |
| Overview |
- Overview of Six Sigma
- DMAIC Methodology Overview
- DMAIC Versus DMADV (Design for Six Sigma) Overview
- Financial Benefits of Six Sigma
- The Impact of Six Sigma to The Organization
- The Six Sigma Language
- Project Prioritization
- Launching a Six Sigma Initiative
- Roles of the Six Sigma Organization
- Selecting and Developing Black Belts and Master Black Belts
- Lessons Learned from Prior Six Sigma Implementations
- Human Resources for Six Sigma
- Reward and Recognition System
- Leading Organizational Change
|
| Define |
- Overview of Define
- Project Definition
- Project Charter
- Gathering Voice of the Customer
- Translating Customer Needs into Specific Requirements (CTQs)
- SIPOC Diagram
- Questions to Ensure a Successful Define Phase
|
| Measure |
- Overview of Measure
- Process Mapping (As-Is Process)
- Data Attributes (Continuous Versus Discrete)
- Measurement System Analysis
- Gage Repeatability and Reproducibility
- Measuring Process Capability
- Calculating Process Sigma Level
- Visually Displaying Baseline Performance
- Questions to Ensure a Successful Measure Phase
|
| Analyze |
- Overview of Analyze
- Visually Displaying Data (Histogram, Run Chart, Pareto Chart, Scatter Diagram)
- Value-Added Analysis
- Cause and Effect Analysis (a.k.a. Fishbone, Ishikawa)
- Verification of Root Causes
- Determining Opportunity (Defects and Financial) for Improvement
- Project Charter Review and Revision
- Questions to Ensure a Successful Analyze Phase
|
| Improve |
- Overview of Improve
- Brainstorming
- Quality Function Deployment (House of Quality)
- Failure Modes and Effects Analysis (FMEA)
- Piloting Your Solution
- Implementation Planning
- Culture Modification Planning For Your Organization
- Questions to Ensure a Successful Improve Phase
|
| Control |
- Overview of Control
- Statistical Process Control (SPC) Overview
- Developing a Process Control Plan
- Documenting the Process
- Questions to Ensure a Successful Control Phase
|
As for certification in Six Sigma, different companies have different criteria and being certified in one organization does not mean another will honor it. There are various ways companies provide certification and usually it involves passing a predetermined number of training hours, a written examination and a completed and successfully defended project. Retraining and recertification is also required by some companies to make sure that the right set of skills are being practiced and maintained.
To be able to increase a person’s rank, he or she must be certified in the previous level of implementation role. It is important because project leaders and managers are expected to solve highly complex and cross functional problems. With Six Sigma, leaders and managers need to have the skills needed to address problems that can arise in a project.