| One of the many benefits of Six Sigma is how it helps | | | | This requirement actually helps build a better |
| to develop people. The dual processes of Six Sigma | | | | organization. |
| training and Six Sigma projects cultivate excellence in | | | | Involvement from all levels of employees comes about |
| not only product quality and financial savings but also in | | | | from the Six Sigma strategy of building project teams. |
| the knowledge, confidence, and quality of the people in | | | | Continuous improvement processes, such as Six |
| your organization. People are, after all, your | | | | Sigma, means including people, gaining their |
| organizations' most valuable assets. To sustain and | | | | involvement, and then supporting what they are trying |
| continuously improve, an organization needs to develop | | | | to accomplish. Six Sigma asks for input on |
| its people. Six Sigma helps to develop your people in | | | | improvement solutions from all employees because it |
| two areas: it develops leaders and it empowers | | | | recognizes the value of creative solutions to problems |
| people to be knowledgeable and valuable contributors | | | | from any and all sources. The simple reality is that line |
| to the organization's success. | | | | workers know some things the higher ups don't. |
| Every organization needs people with leadership | | | | Front-line employees understand the customer better |
| qualities . Leadership skills are needed at every level in | | | | than anyone. Organizations that solicit ideas from line |
| the organization. Consistent Six Sigma training and | | | | workers will uncover innovative solutions to problems |
| implementation from the executive level through line | | | | that could never be uncovered by detached analysis. |
| managers will help grow leadership in your organization. | | | | Involving people through Six Sigma also leads to |
| With Six Sigma, there are many opportunities to | | | | empowering people. Six Sigma's data-driven |
| develop leadership skills and leadership qualities at all | | | | methodology gives people appropriate feedback on |
| levels in the organization. Six Sigma certification training | | | | the process and levels of improvement they are |
| and the hands-on real-world training of leading Six | | | | achieving- what they did well and what they did badly. |
| Sigma projects cultivate management skills. | | | | Through Six Sigma, your people are given real |
| Six Sigma seeks to grow leaders in an organization | | | | solutions to eliminate the real root causes of problems. |
| through its training programs. People who have | | | | Plus, it gives them the understanding of the whats, |
| completed Six Sigma training earn a Belt title. It denotes | | | | wheres, and whys because the data is there. Thus, |
| their level of knowledge and responsibility. A Green | | | | Six Sigma helps to develop the knowledge, confidence, |
| Belt is an individual who has completed two weeks of | | | | and quality of the people in your organization. |
| training on the Six Sigma roadmap and essential | | | | Further, Six Sigma helps promote a culture of trust so |
| elements of statistical methodologies supporting Six | | | | that everyone's energies will be directed into positive |
| Sigma projects and who is a member of a Six Sigma | | | | and constructive work. Such a culture consists of |
| process improvement team. A Black Belt is an | | | | including people, giving them the tools they need to |
| individual who has completed four weeks of training | | | | succeed, an appropriate level of influence and control, |
| focusing on the Six Sigma Roadmap and extensive | | | | and being open with them. As trust builds people start |
| statistical methodologies and is experienced in leading | | | | to get more involved, become more committed, |
| cross-functional process improvement teams. Black | | | | accept more empowerment, and deeper levels of |
| Belts become leaders of Six Sigma project teams and | | | | trust develop. Team work, coordination of activities, |
| they mentor other employees to help them improve. | | | | trust amongst the team, and knowing the process |
| Six Sigma values leadership, but it also values | | | | makes the effort of Six Sigma successful. |
| involvement from employees at all levels of the | | | | The result of doing this well is professional growth, |
| organization. If anyone can get to the root of a | | | | improved morale and positive attitudes toward |
| problem and help solve it, then it doesn't matter where | | | | cooperative efforts. Six Sigma will become one of the |
| the idea comes from. Six Sigma has to have complete | | | | factors that not only fuels dramatic quality |
| support and commitment from all levels of the | | | | improvement in your employees but creates an |
| organization. Six Sigma requires buy-in from everyone | | | | outstanding workplace. |
| involved in the business processes that are measured. | | | | |