Category: Roles & Responsibilities

Part 1 in a series exploring Six Sigma Deployment for Software and IT Organizations Because the application of the Six Sigma methodology is relatively new to Software and IT, many of the readers of this web site may be unclear as to the methods of deploying Six Sigma into an organization successfully. From participation in […]

Champions have a much larger role in deploying Six Sigma or any other initiative than just removing roadblocks. Champions must be integrated into the business, select projects accurately, adjust the speed of the deployment as necessary, and take responsibility for implementation.

Six Sigma is a quality methodology that can produce significant benefit to businesses and organizations. Not much text, however, has been written about the structure needed to successfully implement Six Sigma quality within your business or organization. This article will focus on roles and responsibilities, as well as required rewards and recognition for a successful […]

Six Sigma training is one of the most important factors that contributes to and helps modify and shape a Six Sigma culture. This article will help identify who in your organization is required to go through six sigma training and what type of six sigma training they should receive.

iSixSigma receives many questions regarding the Six Sigma methodology and, more specifically, what each business change agent (Champion, Master Black Belt, Black Belt, Green Belt) should know in order to be effective. To help meet this need, I have created a reference document detailing what should be contained in a Six Sigma curriculum. Below is […]

The U.S. Marine Corps’ continuous process improvement (CPI) effort is aimed at enhancing all aspects of support provided to operating forces to maximize combat readiness and war fighting capability. That means the Marine Corps is emphasizing that the CPI program is for every level and every element of the corps. Here is what is being […]

A survey by iSixSigma Magazine of more than 1,300 business professionals whose companies are using Six Sigma revealed that leadership development programs which involve Six Sigma training are six times more likely to be called “highly successful” than those without. Many of these leadership development programs involve a Black Belt track for future leaders. Thus, […]

Every Lean Six Sigma deployment leader must eventually confront the critical decision of how the various Belt roles should be allocated and deployed throughout the organization. Lean Six Sigma has existed for more than 10 years now in a variety of manufacturing, service and distribution environments, and through trial and error fairly standard niches have […]

Here is how to become a Master Black Belt: Attend a one-week training course and earn a certification from a European institute. The institute claims on the web to be officially approved and the course is for open enrollment. To most Six Sigma practitioners this does not make a lot of sense, but it raises […]

Many Belts are asked to teach others about Six Sigma. To make the best use of the time allotted, Belts must conduct high-impact training. This means leaving a lasting impression and ensuring that the students fully understand what they have learned.

Look around a company that has been using Lean Six Sigma for awhile. Listen to the kinds of stories that circulate. Which people are mentioned the most? Likely it is the Black Belt who led a project that saved a million dollars or created a whole new market for a product. Or the Master Black […]

“Change is inevitable. In a progressive country change is constant.” Substitute “company” for “country,” and most people in modern organizations will nod and sigh deeply (although not many will know that the quotation is from British Prime Minister Benjamin Disraeli – and that it was uttered back in 1867). Change is inevitable – in pursuit of better […]

How does a company measure the effectiveness of a Six Sigma program? Common metrics include: time to the break-even point for the program, project completion rate, total and average financial value of completed Six Sigma projects, and average project completion time. The common element in all these metrics is that they rely on the effectiveness […]

Healthcare organizations face tremendous challenges in addressing efficiency, cost, quality, staffing shortages and mounting pressure to raise salaries. To bolster lagging morale and improve retention rates, management must empower staff and effectively leverage existing resources. Tools and techniques that support these imperatives are critical to the success of modern healthcare organizations. Many problems in healthcare […]

Linking DMAIC process measures to rewards as part of an annual employee objectives and appraisal process is a step often taken imprudently. It can create distortions in how the business processes are run and how Belts approach their work.

Jackie Cazar, vice president of Pershing LLC, a member of BNY Securities Group, offers her perspective on the hiring and training of Black Belt leaders – including what a Black Belt needs in the way of skills, background and experience.

The Six Sigma coach must be able to provide feedback on every Green Belt to that employee’s daily job supervisor in order to help bridge the gap of business-as-usual job performance, and that of the Green Belt’s performance on their project.

Remaining within a hospital management role for more than two years is an uncommon achievement today, but a resume with multiple job changes is not as detrimental as it used to be. A new organization, or even a new role, offers the advantages of learning new skills and discovering the contributions leaders can make.

Managers must create and foster an environment that sets the stage for employee success. Six essential factors can guide managers toward a thriving Lean Six Sigma program.

Finding Green Belt and Black Belt candidates with the right personal and professional traits is a proven method for building a successful Six Sigma program. Use a Pugh matrix to help in the critical candidate selection process.

If an organization could choose only one method for unlocking value quickly, what approach should rise to the top of the list? If a company could adopt only one method for shaping its culture toward continuous improvement, what tool should it use? The answer to both questions is Work-out. Work-out certainly should not be the […]

It is widely recognized that a number of factors are important in achieving successful Six Sigma Black Belt projects. In particular: Leadership support Project selection Black Belt candidate selection Much has been written about leadership support and project selection, not as much on candidate selection. Many Six Sigma companies would benefit from knowing more about […]

Six Sigma practitioners across the globe are trying to accomplish similar objectives. Some might be surprised that these goals do not vary much from countries where Six Sigma is just beginning to take root to those where Six Sigma practitioners work in organizations where Six Sigma has become a way of life. As evidence, one […]

Whether the business unit is called information systems, information technology, software development or some other name, the group that provides these services is often among the most misunderstood and undefined in a corporation. And it is no wonder, considering that technology capabilities and dependence are rapidly expanding, combined with an ever-changing array of desktop and […]