CREATION OF SIX SIGMA ( LEAN SIX SIGMA) INFRASTRUCTURE by hijuney9

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									CREATION OF SIX SIGMA ( LEAN SIX SIGMA) INFRASTRUCTURE

Six Sigma methodologies require full integration of all departments in the entire company; otherwise,
the philosophy will not work. Managers cannot waive
their commitment. The training should create four different levels of workforce:
Champion, Master Black Belt (MBB), Black Belt (BB), and Green Belt (GB) or
project leader. These titles originated from Motorola, but some companies have
initiated their own titles.

1.      Executive Sponsor.

The executive sponsor should communicate, lead,and direct the company’s overall objectives toward
successful and profi table Lean Six Sigma implementation. The executive leadership has to inform the
team that he or she is the driving force/sponsor and committed to implementing the Lean Six Sigma
companywide. He or she will support the team and the program in every step. The Six Sigma program
will not be successful without the direct involvement of executive leadership. CEO and executives
must believe in the power of Lean Six Sigma. If they don’t, then the Six Sigma program will fail for
sure.

2.      Champion.

The Champion should be from the executive members of the company. The members of this team
could also include executive personnel or any other individual from upper-level management. This
individual should possess managerial and technical skills in reinforcing, planning, allocating
resources, and providing the necessary tools. In addition, he or she will be responsible for overseeing
the results and success of the projects, selecting individuals to be trained as Master Black Belt and
Black Belts with leadership to implement the world class concept and philosophy and more. In larger
corporations, Champions are divided among the business units. The corporate Champion reports to
the CEO or president, and other business unit Champions report to the corporate Champion. In some
corporations the CEO or president acts as a corporate Champion. Different corporations give
Champions different names, such as quality leader, Six Sigma leader, or Six Sigma Champion.
Further, responsibilities of the unit Champion are that he or she will ensure that the assigned fi nancial
objectives are achieved. He or she will obtain the reports from the controller to evaluate the impact of
projects with outcome results before reporting to the corporate.

3.      Master Black Belt.

The Master Black Belt (MBB), also known as the quality manager, possesses knowledge of advanced
applied statistical analysis (analysis of variance, designnof experiment, response surface), business
strategies, leadership training, and an extensive background in applying Lean Six Sigma methods.
The MBBs are highly skilled in Lean Six Sigma techniques, and they mentor and teach the Black
Belts. They must complete intensive training and oversee many projects before theyearn certifi cation.
This is a hands-on, full-time position. Normally, the Master Black Belt is selected from among the top-
talented Black Belts in the company.
The MBB also performs as a consultant to BBs in their projects to help, push, or direct if any hangups
need to be resolved or cleared. Nevertheless, the company expects the MBB to be expert in
advanced tools and management of Lean as well as Six Sigma with already proven projects. The
MBB should have completed several BB projects within a year.

4.      Black Belt (Team Leader).

This individual is the technical leader of the Lean Six Sigma project. The Black Belt should take a
one-month training course and must be assigned to the Lean Six Sigma project for at least a couple
of years. The course content has to be carried out with hands-on projects, each lasting approximately
three to six months, with year 2005 standard savings in $350,000 to $500,000. The Black Belts, just
like the Master Black Belts, should have demonstrated leadership and communication skills in their
work assignments before being assigned to the training program. In addition, these individuals should
possess the following capabilities:
     • Mentoring other leaders in achieving the Lean Six Sigma goals.
     • Selling the idea and philosophy of the concept.
     •   Developing, setting a direction, and leading the team to a higher level.
     •   Teaching, training, and coaching the Lean Six Sigma tools, as well as new techniques, case
         studies to project leaders in groups, and one-on-one cases.
     •   Must have the ability to convert the concept to a highly successful project. They should pass
         the Lean Six Sigma skills and tools to their
     •   peers and to the customer-oriented team.
     •   Developing an in-depth knowledge of Lean Six Sigma statistical tools and techniques to
         improve key processes.
     •   Developing and create techniques and shortcuts to achieve objectives.
     •   Keeping in contact with other organizations about the Six Sigma tools.
     •   Selecting project individuals who have high discipline in their area of work and are hands-on
         active with the process of production.
     •   Should be able to shift from one project to another and support the project leaders throughout
         the company.
     •   Be able to think like management (e.g., time, money, performance, and organizational
         dynamics).

5.       Green Belt ( Team Participant)

The Green Belts work with Black Belts to solve problems. The individuals must have statistical
knowledge and be trained in basic Six Sigma concepts, such as problem solving, statistical analysis,
and so forth. Thus, they should be involved with Lean Six Sigma projects before obtaining the certifi
cation. Normally, the training period for a Green Belt is one week, which provides overview concepts
and strategies in problem solving. Statistical tools are available in Minitab software (one of the many)
for training.


6.       Team Recognition/Compensation.

Recognition of BBs and team members is important as motivation and a driving force for a team in
achieving the objective of the project. Different companies have different programs in recognizing
their people assets (i.e., promotion, stock share, some percent of base salary profi t share, etc.).

								
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