Page 49 - Six Sigma Demystified

30 Six SigMa DemystifieD

Each of these elements is further defined below, with the intended objectives
for each training also defined. These objectives collectively constitute the deploy-
ment plan. The timeline necessary for each training element differs greatly depend-
ing on the size and motivation of the organization. Smaller organizations with
sufficient motivation can complete the first- wave training in as few as six months;
larger organizations with more resistance may take up to two years. Realistically,
regardless of size, you’ll need some lag time between activities to accommodate
schedules and accomplish the intermediate goals and objectives (discussed below).
The schedule streamlines the deployment to expedite projects for and quickly
realize project savings. This immediate payback is a great incentive to establish
management commitment for further projects, including development of the
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feedback systems necessary to make the program a onger- term success.
Initial projects can be based on internal feedback (bottom- up projects) or
well- known customer issues that are prioritized by local champions as part of their
training. There is usually an abundance of potential projects at this stage. As deploy-
ment training continues, organizational define, measure, analyze, improve, and con-
trol (DMAIC) projects will create the systems necessary to detect other project
opportunities, as discussed in the “Executive Overview Training” section below.
Training at each level is completed on a ust- n- time (JIT) basis: Employees
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are trained only when they will be involved directly in pending projects.
Broad- based training of employees is discouraged because training effectiveness
drops off considerably (as frustration increases) when employees do not have an
opportunity to use the tools and techniques immediately. Instead, additional
black belts, green belts, and champions will be trained as the Six Sigma program
matures and expands to other functional areas, and previously trained personnel
are shifted to management positions. Additionally, black belts may need refresher

courses in some topics. Frequently, an external consultant provides the initial
training for the first one or two waves of employees. The role of trainer there-
after is often assumed by internal master black belts. The program will need an
established protocol, resources, and budget for this continuing training.

Training Needs Analysis

Since each organization is different, the training plan should reflect the par-
ticular needs of the organization or even groups within the organization. Each
organization has established a culture, either by management design or by man-
agement inattention. Recognizing and responding to these needs will increase
the organizational buy- in to the Six Sigma program.
In defining the training needs, it is important to understand the knowledge,