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Implementation roles within six sigma: Featured Article
In order to best create and follow through with the process of six sigma implementation, various members of the implementation team must take on specific roles.These specific six sigma roles and responsibilities have been given conventional martial arts names.The roles for implementation cause a project team to make changes that create a more professionally trained quality management team.No longer will the production floor workers and the statisticians that work with production numbers be separated.Through instigating these roles and creating a cohesive working group, production problems can be better identified and solutions can be found (as is the purpose of Six Sigma implementation in the first place). In the implementation roles within six sigma, individuals with the titles of leaders and champions usually receive the highest level of technical training.While those who are trained in a "belt" level will usually continue working their assigned jobs while their training is taking place (a lesser time commitment).Of course the time it takes to compile a well-trained team and the effects of the training process on the production line will vary from company to company and is largely dependent on the consultants that are commonly outsourced for this training.In the paragraphs that follow you will be able to read more detailed descriptions of how these roles are typically defined. The six sigma methodology is filled with many roles.When it comes to the implementation roles of six sigma, most lean experts would agree that the following roles should be included in the implementation team.Of course there are no universal rules governing your six sigma implementation structure, so making changes to these prescribed roles is up the discretion of the individual organizations and their unique needs.
Those assuming the role of executive leadership are typically the top level executives who hold the primary responsibility for seeing the implementation of six sigma through from start to finish (finishing referring to when a goal is met).Those holding the executive leadership role are also responsible for the selection of project members and the delegation of responsibilities to those team members.Executive leaders need to be committed to the vision of six sigma in order to motivate the members of the implementation team.Without this dedication to seeing the six sigma implementation process through, it can become easy to get discouraged and consider abandoning the process.Executive leaders also must realize that there may come times when they must take a step back and allow team members to run free with their ideas.This includes making resources available to them in the hope that these investments will lead to worthwhile improvements.
Those who are assuming the Champion role are typically members of upper management.Champions are responsible for the implementation of six sigma in the organization.The Champion is typically selected by those assuming the role of executive leadership.It is the responsibility of the Champion to understand Six Sigma principles.The Champion must act as a guide for his implementation team by serving as a mentor and facilitator.Champions are typically the first to obtain formal training or are hired before any other member of the implementation team because they have already been certified as a Champion.Champions are responsible for not only bringing the most pressing issues of the organization to light but also to generate ideas for projects that will lead to the improvement of these concerns. Champions also work to resolve cross-functional issues that may slow down the flow of information and the acquisition of the appropriate tools needed to move forward with obtaining and measuring data and then ultimately instigating changes.Champions also act as mentors to Black Belts, the next roles that are assumed in the six sigma implementation process.
Master Black Belts are chosen by the Champions to coach others within the group of those working in the implementation of the six sigma methodologies.This coaching process includes the mentoring of those who have assumes lower roles (black and green belt roles) within the group.Ultimately, the Master Black Belts are responsible for delivering the results of the projects that are being conducted.They must perform many statistical tasks in order to ensure the consistent application of six sigma throughout the entire organization.A Master Black Belt must have strong leadership skills.It is ideal when the individual assuming the Master Black Belt role is well respected in the organization.This respect works to the Master Black Belt's advantage as he must be able to influence decisions. Master Black Belts are entrusted with the responsibility to not only maintain the momentum of a six sigma implementation, but also to keep costs down and maintain the focus of the group's efforts on the customer throughout the entire implementation process.A Master Black Belt position is typically a temporary position that is needed from time to time as new projects present themselves.Therefore a company can either hire a Master Black Belt for a specific project or choose to train one with Master Black Belt certification to also assume other job responsibilities in the organization when his specific six sigma skills are not needed.
Black Belts are typically members of middle management who are primarily responsible for executing the six sigma plan of action.Black Belts are typically more technically oriented than other roles within the implementation process.Their job is to create, facilitate, train, and lead teams, with an analytical approach.While other previously mentioned roles involve the employee's focus on identifying projects for six sigma, the role of a Black Belt is to use statistical tools to lead other team members and assure successful results. A Black Belt will typically have about 4-5 weeks of professional full-time training in statistical methods and tools.Once trained, a full-time Black Belt will typically spend 2-3 years working as the individual responsible for six sigma execution.It is then typically most advantageous for that individual to return to whatever their original assignment was within the organization.This reasoning is based on the fact that after having worked so intimately with the six sigma mentality for several years, this employee can then re-apply those lessons learned into daily operations.This leads to constant re-adjustment which aligns perfectly with the purpose of implementing six sigma methods in the first place.
Green Belts are responsible for helping the Black Belts to execute projects while simultaneously attending to their own specific job responsibilities.Green Belts typically have part time responsibilities when it comes to their involvement in the six sigma implementation.Green Belts must also receive formal instruction to become certified, however the time commitment to this instruction is significantly less than the before mentioned implementation roles.It is the responsibility of the Green Belts to incorporate six sigma quality tools and language into their daily operations.
Yellow belts represent everyone else on the six sigma implementation team (and in some cases throughout the whole organization).Yellow Belts are commonly part of a company-wide initiative to implement six sigma but these individuals have not typically received any formal six sigma training nor are they expected to play active roles in quality improvement projects.Although Yellow Belts are not briefed on the details of the project, they do help Green Belt meet project goals and objectives as administrators, operations personnel. Other implementation roles In addition to the implementation roles within six sigma that have just been described, there are more roles that can be assumed that aid in the implementation process.Here are just a few examples of the other implementation roles that exist:
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