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Implementing Six SigmaTo help facilitate the implementation of Six Sigma, the methodology uses martial arts ranking terminology to define a hierarchy across all business functions and a promotion path direct to the executive suite. It is thus also useful as a career path tool.
Key Six Sigma RolesSix Sigma identifies several key roles for its successful implementation. Executive Leadership - includes CEO and other key top management team members. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements. Champions - responsible for the Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from the upper management. Champions also act as mentors to Black Belts. At GE this level of certification is now called "Quality Leader". Master Black Belts - identified by champions, act as in-house expert coaches for the organization on Six Sigma. They devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart from the usual rigor of statistics, their time is spent on ensuring integrated deployment of Six Sigma across various functions and departments. Experts - work across company boundaries, improving services, processes, and products for their suppliers, their entire campuses, and for their customers. Experts also work across multiple sites and business divisions, incorporating lessons learned throughout the company. Black Belts - operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma. Green Belts - employees who take up Six Sigma implementation along with their other job responsibilities. They operate under the guidance of Black Belts and support them in achieving the overall results. Yellow Belts - employees who have been trained in Six Sigma techniques as part of a corporate-wide initiative, but have not completed a Six Sigma project and are not expected to actively engage in quality improvement activities. The roles defined above conform to the older Mikel Harry/Richard Schroeder model, which is not universally accepted. More recent programs commonly empower Green Belts and Black Belts to initiate, expand, and lead projects in their area of responsibility.
Key Six SIgma Tools UsedSix Sigma is higly steeped in statistical analysis and conformity. Typically, this requires the use of stringent measurement and monitoring tools, including:
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