Six Sigma Champions

Champions associated with successful six sigma have been compared to a hybrid savvy politician and a ancient fearless warrior. But, as with every other thing of extreme value, is sometimes hard to find. This is usually the case for finding a complete six sigma champion. Excellent diplomatic skills and a warriors heart is exceptional but these champions are at the top of the business, operations interface, project selection, pace mediation and rules implementation games. Only the best can claim this title.

Champions must know their business from top to bottom. The really good ones know the technology used in the process. While black belts are the experts in process/project matters, the champion must oversee the operation and refrain from offering solutions unasked. One of the primary roles of the six sigma champion is to make sure that operational levels are aligned with strategic business objectives. Project reviews should be done with this in mind and not used as a tool to micromanage black belts.

Six sigma project selection or the basic task of picking a project and implementing it, sometimes causes champions to react like deer caught in headlights. The problem usually surfaces when a six sigma champion must match a black belt with a project. Other than blaming the human factor that always crops up in all decisions, no one really seems to have figured out why this is such a difficult decision to make. Many champions seem to view this decision as a career limiting rather than an opportunity to improve a part of the process. Six sigma providers instruct business to work on improving upper level interaction with operations level people to smooth over this shaky situation. Alignment in thinking is the key, from top to bottom in order to be successful.

In the beginning of six sigma deployment one or more persons are selected to implement the plan, with many organizations choosing an internal specialists to handle the job. The reason for this is usually cost. The paramount concern of the person in charge should be successful roll out and nothing more. An outside consultant chosen to roll out six sigma may be more concerned with how much money they stand to make rather than what will benefit the organization.

Unless the internal sponsor is very knowledgeable about six sigma, the deployment is most often doomed to fail from the start. Deployment plans that work best, consist of an internal expert and the six sigma provider. A good constructed plan will be made up of goals, specific targets that are designed to increase customer satisfaction and a cherished position in the business world. Another plan failure will result if the only concern is deployment completion. Six sigma champions are at the center of the deployment and skillfully select key figures and enthusiastically watch their decision making.

By: Craig B Calvin

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Utilizing incredible six sigma training will put anyone at the head of the pack. six sigma is the best way to get ahead.