| Prior to the implementation of quality management, | | | | powers the Six Sigma change. They are Six Sigma |
| quality control was handled by low level statisticians | | | | Champions who are responsible for implementing Six |
| seeking merely to document the ups and downs of | | | | Sigma culture across the organization, who also |
| production flow. These individuals were correct in | | | | mentor master black belts and black belts. The Six |
| figuring out that replicating what happened to | | | | Sigma Master Black Belts are chosen by the |
| processes on good runs while eliminating the problems | | | | champions to actually ride herd on the roll out of Six |
| that occur on bad runs, makes for better and | | | | Sigma. Black belts answer to master black belts and |
| improved process overall. Improved process results in | | | | carry the orders given them on what methodology to |
| more and better business and happier clients and | | | | apply and when to apply it. |
| customers. | | | | Six Sigma Green Belts are floor leaders - the |
| In Six Sigma culture, the language employed is the | | | | members most responsible for hands on change on |
| terminology used in martial arts. This terminology is | | | | the production floor. Green belts help shift the old |
| used to describe the hierarchy and the methods for | | | | culture to the new culture. Six Sigma Yellow belts are |
| implementing Six Sigma. Several people throughout a | | | | the machine operators or floor workers. Yellow belts |
| business play heavy roles in the Six Sigma culture. | | | | are trained to handle production basics using Six Sigma |
| These are the executives including the CEO and top | | | | management tools. |
| senior officials who are put in charge of the vision that | | | | |