Lean Six Sigma Certification Top to Bottom

Published by Jacquelyn Donner in Leadership, 1 month 3 weeks 15 hours 53 minutes 30 seconds ago

Training for Six Sigma must flow down from top to bottom. If Six Sigma is to be driven off the strategic issues of the business, then it follows that senior management must gain adequate exposure to Six Sigma philosophy, concepts, and methodology before any action is taken. Based on this training, senior management is then in a position to wisely identify the high-level focus of Six Sigma, to establish broad goals and, perhaps most importantly, assign the right resources.

Similarly, before Black Belts and Six Sigma Green Belts are assigned to projects, line managers must receive adequate training to know how they can support the project work, as well as to understand the implications of Six Sigma in their areas. Line managers, as the main communicators of Six Sigma to employees, must also know enough about the vision for Six Sigma and how it works so that they can confidently answer the questions of their people.

To brief line managers, we must, therefore, ensure that we have established a team of Master Black Belts and senior Six Sigma leadership who have had an opportunity to learn about Six Sigma.

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Most of the tools and concepts of Six Sigma have existed for years. Then why have so few organizations achieved quality levels above 4 sigma? One reason is that the quality improvement efforts of many companies have not been linked to senior management. Unless the senior management of an organization really views quality and customer satisfaction as critical to the success of the business, efforts to improve quality will meet with limited success in comparison to the possibilities. Senior management (Presidents, VPs, and General Managers) need to link Six Sigma to the strategy of the business and build, first in their own minds, and then in the minds of their people, an overwhelming case for change that drives urgent action on quality.

Once such an urgency is established, senior management needs to invest the right resources to improve quality. Improving quality to Six Sigma levels is not "business as usual;" if it were, it would have been done already. Instead, the journey to Six Sigma requires that the best people in the organization -- the best leaders, organizers, problem solvers, communicators, coaches, and teachers -- are given the mandate to improve quality and customer satisfaction.

To guide and catalyze the efforts of large organizations, stretch improvement goals are required. These goals should force people to re-think how the work is done and not just to "tweak" the existing process.

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Finally, senior management must be actively involved, lead the effort and ask the questions that generate new thinking about quality.

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