| One of the reasons there is a tightly defined structural | | | | The 6 Sigma technique is built upon a DMAIC |
| hierarchy within a normal 6 Sigma team is because | | | | framework. That represents the five stages of a |
| such a structure supports a leader. That individual is at | | | | project: Define, Measure, Analyze, Improve, and |
| once responsible for the results produced by their | | | | Control. When the executive leadership of an |
| team. However the leader's responsibility extends | | | | organization fails to choose a champ, the first stage ( |
| further. He or she sets the focus and direction of the | | | | e.g. Outline ) is neglected. The job of outlining goals is |
| project, and plays a major role in its success (or, lack | | | | often left to Black Belts who haven't been properly |
| thereof). | | | | trained and lack the managerial perspective of upper |
| Part organizer, part mentor, part forerunner, the | | | | management. Unfortunately, the outline stage is |
| individual that meets the leadership role within a six | | | | possibly the most significant part of the methodology. |
| Sigma team is sometimes known as the Champion. | | | | If goals aren't properly outlined, projects which have |
| Below, we'll take a more in-depth look at their | | | | little impact on an organization's method may be |
| responsibilities. I should explain the importance of the | | | | chosen. Or, even in the event the right project is |
| selection and training drill, and what occurs if the job is | | | | selected, the team's focus could be misguided or |
| left unfilled. I'll also describe how the champ helps to | | | | derailed. What's more, without the surefooted |
| change the culture of an organization and spearheads | | | | leadership of a champ, the six Sigma program might |
| a drive toward ongoing process improvement. | | | | take more time than required or generate results that |
| Focus Begins With Selection And Coaching | | | | are inconsequential. |
| Green Belts can be put through a coaching curriculum | | | | Spearheading A Change In Culture |
| that lasts 1 or 2 days ( though two weeks is optimal ). | | | | As sharply targeted as a six Sigma program is upon |
| That is sufficient to get them to standard speed on the | | | | information and process-related efficiencies, it is also |
| methodology and the tools they'll be using to perform | | | | crucial for the Champion to work to modify the culture |
| their responsibilities. Black Belts need further training | | | | within the organization. The method is not a'quick fix' |
| since they can be spending 100% of their time on the | | | | solution. It is an ongoing pursuit of improvement. To that |
| project. While 2 weeks might be satisfactory, four | | | | end, every person in the organization, from the |
| weeks is preferable. | | | | front-line worker to the executive leadership, must be |
| Champions can possibly be prepared to perform their | | | | prepared to take on the six Sigma philosophy. |
| job with only a few days of coaching. They are usually | | | | Otherwise, improvements will be transient. Their |
| selected by an organization's senior management, and | | | | respective impacts will be fleeting. |
| are pulled from a managerial role. They are tasked | | | | Leadership is important to the success of a six Sigma |
| with selecting projects, defining goals, and providing | | | | implementation. This is the role of the Champion. Once |
| focus to the other team members. | | | | chosen for the job, he or she must work closely with |
| In a number of cases, senior management neglects to | | | | Master Black Belts to gain an understanding about their |
| select a Champion for a six Sigma implementation. | | | | responsibilities and an appreciation of the logic of the |
| Instead, they choose the projects and hand over the | | | | methodology. he must also work with senior |
| responsibility of deployment to the Black Belts. This | | | | management to modify the culture of the organization. |
| customarily yields poor results because goals are not | | | | Without a carefully selected and prepared Champion, |
| correctly defined. | | | | a six Sigma deployment hazards mediocre results, or |
| What Happens When Goals Are Left Undefined? | | | | worse. |