Six Sigma Strategy for Sid

Six Sigma Strategy for Sid

“The Champions are typically selected by the Leadership Team. They are people with influence and usually some level of formal power inside the organization. In the Champion role, they are the bridge between the strategic plans of the organization and the operational level. Are you clear on everything so far?” I asked.

Sid thought a moment. “It sounds like a pretty easy job just picking things for other people to work on. Do they do anything else?”

The success of any Six Sigma deployment is based on how well the role of Champion is played.

“The Champion role is not a full-time position,” I replied. “An equally important role for a Champion is to remove barriers for the Black Belt as he or she works on the projects. The job normally takes about 20% to 30% percent of the Champion’s time, so you’re correct—it’s not a full time job.”

“So these Champions are going to spend about eight to 12 hours per week supporting a Black Belt?” Sid inquired.

“That would assume they work a 40-hour week now,” I replied. “Actually how much time they have to spend dealing with barriers is up to you. The initiatives all deal with change to the organization. Remember Juran’s distinction between control and breakthrough. I am sure that in your reading you’ve seen Six Sigma called a ‘breakthrough strategy.’ Accepting that definition means you’re embarking on a change program.”

“Gotcha,” Sid interjected. “But still, what’s that got to do with me?”

“Well, we said that some of the most recognized programs were at Motorola under Robert Galvin, AlliedSignal under Larry Bossidy, and GE under Jack Welch. None of these men were spectators during the program. They sent very clear messages to their organizations, messages that were visible at all levels of the organization. The message was that these leaders were solidly behind the programs and they expected every level of the organization to respond.”

I paused, to let my message sink in. Then I continued.

“Leadership in absentia doesn’t work when you expect serious change. Clearly defining and communicating the company’s expectation belongs to the highest level of leadership in the company—and that’s you.”

“So,” said Sid, “you mean you want me to tell everyone in the company that this is my program?”

“Exactly,” I replied, “and repeatedly. That’s the only way it stands a chance of working.”

Change does not happen by accident. Leaders must find a way to make the status quo uncomfortable

for everyone in the company.

“OK, I got it,” he said. “Isn’t this the same stuff I read about in that book The Fifth Discipline? What was it they called it?” Sid wondered out loud. “Intrinsic and extrinsic messages?”

“Exactly. It’s more than just what you say; it’s also what you do. I believe there have been several books and articles that have reiterated the benefits of value-added communication. You remember the

idea of management by walking around, from Tom Peters. This is the same kind of thing. Visible leadership isn’t new, but it’s an idea still waiting for its time.”

“Alright,” he said, “I’ll check my schedule and see how much extra time I have. My employees will know that this comes from the top.” He paused, then started up again, as if he’d just remembered something.

“You said you were a Master Black Belt. So what is that?” Sid asked.

“Some Black Belts are chosen to receive additional training after they are certified as Black Belts.” I replied, “and they become Master Black Belts.”

“What do they do?”

“The Master Black Belts mentor the Black Belts and train new Black Belts.”

“What do all these Six Sigma consultants do, then?” Sid asked.

I smiled at Sid’s inquiry, because more people should ask this question.

The goal of a Master Black Belt should be the transfer of knowledge to the Black Belt.

“The consultants train and certify the first few waves of Black Belts. They help choose the Master Black Belts and certify them. Then, when there’s a core of Master Black Belts, there really isn’t any more need for consultants. Their job is to get the company to the point where they have their own standalone program.” I paused, because I suspected what was behind his

question.

“The Master Black Belts should be the exit ticket for the consultants. A good consulting partner,” I emphasized, “will insist on developing an exit strategy from the very first day of the deployment.”

“Alright,” Sid said. “I think I’m getting it. We have Champions, Master Black Belts, and Black Belts who work on projects. The projects address chronic problems and projects should be strategically

aligned with the objectives of the company. That about it so far?”

“Well, that and the concept of visible leadership,” I reminded him. “Oh, yeah, and visible leadership. That’s my job, right?” Sid asked. I smiled and nodded.

Key Points

• A successful Six Sigma operation begins with a clear definition of the goals of the organization’s improvement process. Without this in place, the change will never be “owned” by the organization. It will always be an outsider’s idea of what’s best for the company.
• The Champion’s role in any Six Sigma project cannot be low key: without an active, dedicated Champion, the project will fail.
• For change to occur, it needs to be known throughout the organization that the current way of doing things is not good enough. The status quo must be made to feel uncomfortable.