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Point On 6 Sigma Implementation

Points about implementing 6-sigma programs:

1. There must be a Project Champion (PC), whose role is to make the
program happen. He/she is normally upper management, who can get resources. Like budgets, man-power, cooperating with other managers. In the Metacures case,it’s CEO.

He sets the directions and goals. PC's make the 6-Sigma possible by providing support.

2. Below the PC are Black Belts, these are persons chosen from
staff. Normally have management & operations skills. They are usually the best people in a section/division, who may feel dissatisfied and want to change things. These people shld spend full-time on 6-Sigma, and not be expected to do their normal day jobs as well. They shld NOT be some manager's pet! The BB are the ones who decide on the what, why & how. What
processes to address, find out why they are failing & how to solve, ie: apply the DMAIC procedures. The are the leaders/implementors of 6-Sigma, they work with other staff. BB (& GB) make the 6-Sigma happen.

The BB may be further divided into Senior BBs. They provide
training and guide the BB & GB's. In the beginning, the Snr BB's may be hired consultants, but they are only required to train the BB's and get out of the way... maybe provide guidance. The consultants DO NOT do the 6-Sigma.

3. Under the BB are Green Belts, they form the core members of each
BB's team. They help the BB by gathering information, contributing domain
knowledge, performing analyses etc...

Notice there is very little hierarchy. It’s very hands-on & self-
sufficient, ie: the staff does it, not some outside consultant. There is
also a lot of empowerment, ie: 'low-level' (especially operational)staff are given responsibilities, and their suggestions are taken seriously.

From this process operations, we can see the CEO is already incharge taking orders directly with costumers around, especially Germany. In this view, he is already the project champion.

In the manufacturing process. The...