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The key role for the success of Six Sigma Implementation

One key innovation of Six Sigma involves the “professionalizing” of quality management functions. Prior to Six Sigma, quality management in practice largely relegated to the production floor and to separate statistics in the quality department. Six Sigma borrows martial arts ranking terminology to define a hierarchy (and career path) that cuts across all business functions. Six Sigma identifies several key roles for successful implementation. • Executive Leadership includes CEO and other members of top management. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements. • Champions are responsible for Six Sigma implementation across the organization in an integrated manner. Executive Leadership draws them from upper management. Champions also act as mentors to Black Belts.

Six Sigma Management Strategy

Six Sigma is a business management strategy originally developed by Motorola. In 2009 widely applied in various industrial sectors, though the application is not without controversy. Six Sigma aims to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. Realized by using a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization (“Black Belts”, “Green Belts”, etc.) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has made a calculation of the target. These targets can be financial (cost reduction or profit increase) or whatever is critical to the customer of the process (cycle time, safety, delivery, etc.).