Six Sigma - Organization

Organization plays a vital role in the implementation of Six Sigma program, the members of the organization has specific roles with a title. The structured framework is necessary to implement Six Sigma throughout the organization. Therefore, with Six Sigma the organization’s culture needs to shift to one that includes a methodical approach to problem solving and a proactive attitude among employees. 

Six Sigma is a data-driven, customer focused and resulted in oriented methodology which uses statistical tools and techniques to eliminate the defects and inefficiencies systematically to improve procedures. It is a systematic methodology to measure and analyze the manufacturing processes to identify critical factors affecting business results, thereby improving the processes and establishing controls around the improved procedures.

Six Sigma Principles:

  1. Genuine focus on Customer / Voice of customer
  2. Data and fact drove Management
  3. Process Focus Management & Improvement
  4. Pro-Active Management
  5. Boundaryless teamwork
  6. Drive for Perfection, Tolerance for Failure
  7. Applying statistical tools and techniques

Working Six Sigma:

Past Future
a. Problem Solving Mode a. Planning & Problem-Solving
b. Reactive b. Proactive
c. No time to think c. Innovative (forward thinking)
d. More stress d. Less Stress

Six Sigma Roles and Responsibilities:

There are seven definite responsibilities or "role areas" in a Six Sigma program, Following are:

  •  Management

A leadership team or committee states the goals and objectives in the Six Sigma process. Just as an Organization leader sets a tone and course to achieve an objective, the Six Sigma body sets the goals to be met by the team. Top level management is like a captain of the ship who has full faith on his ship, and he moves with full confidence along with his managers, executives and finally the customers. Here is the list of Leadership Council Responsibilities:

  • Explains the purpose of the Six Sigma program.
  • Explains how the result is going to profit customer.
  • Sets a timetable for work and short-term deadlines.
  • Develops a mean for analysis and oversight Support team members and defend established positions.
  • Champion

Six Sigma champion are high-level individuals who understand Six Sigma and are devoted to its success. The individual as a  sponsor acts as a problem solver for the ongoing Six Sigma project. Six Sigma is controlled by a permanent, high-level champion, such as an Executive Vice President.

Champions are the owners of progressions and systems, who help initiate and organize Six Sigma improvement actions in their areas of responsibilities.

  •  Operation Leader

The individual responsible for controlling the Six Sigma team effort, who supports the leadership association by confirming that the work of the team is accomplished in the desired manner, is the implementation Leader.

Explain success of the application blueprint and clearing up the problems as they arise, training as needed, and supporting sponsors in encouraging the team are some of the key responsibilities of an implementation leader.

  • Coach

Coach is a Six Sigma expert or consultant who sets a agenda, defines the result of a project, and who intercedes conflict, or deals with resistance to the program.

Responsibilities include functioning as a go-between for sponsor and leadership, scheduling the work of the team, spotting and defining the desired results of the project, mediating differences, conflicts, and resistance to the program and identifying success as it occurs.

  •  Team Leader

It is an individual responsible for supervision of the effort of the team and substitute as a go-between with the sponsor and the team members.

Responsibilities embrace communication with the sponsor in defining project goals and motivation, picking and assisting team members and other resources, keeping the project on schedule, and keeping track of steps in the process as they are concluded.

  •  Team Member

An employee who works on a Six Sigma project, given specific responsibilities within a project and has time limit to meet in reaching specific project goals ongoing in the organization 

Team members perform specific Six Sigma assignments and work with other members of the team within a defined project schedule, to reach specifically known goals. Which is to be achieved by the organization in a definite period.

  •  Process Owner

The individual who takes on responsibility for a process after a Six Sigma team has completed its work.

Extended Definitions of Roles Belt - Colors

The task of belt colors to various roles is resulting from the apparent source, the martial arts. Based on experience and expertise following roles have grown over the year.

NOTE: The belt names are a tool for defining levels of expertise and experience. They do not change or replace the organizational roles in the Six Sigma process.

  • Master Black Belt

An individual who deals with the team or its leadership; but is not a direct member of the team itself. This may be equal to the role played by the instructor, or for more technical and complex projects. A Master Black Belt takes on leadership roles as guard of the Six Sigma process, advisor to executives or business unit managers, and controls, his/her skills with projects that are controlled by black belts and green belts

The Master Black Belt is presented to answer technical questions and to resolve the technical issues that come up.

  • Black Belt

A Six Sigma Black Belt is a permanent change agent and improvement leader who is an  expert in the Six Sigma program

The person holding this belt has accomplished the uppermost skill level and is an experienced skilled in various techniques. As applied to the Six Sigma program, the individual selected as a Black Belt has completed a thorough internal training program and has the Practical approach to various ongoing projects.

The black belt holder is usually given the role of a team leader, the person who is responsible for execution and scheduling.

  • Green Belt

The Green Belt title can also appropriate to the team leader or a member of the team working directly with the team leader. Green belts are the “workhorses” of Six Sigma projects. Most administrators in an established Six Sigma organization are green belts. Green Belt certification is a critical qualification for advancement in upper management in a Six Sigma organization. Managers act as Green Belts for their complete careers, as their style of management.

A Green Belt is less knowledgeable than a Black Belt but is cast in a vital role within the team.