Page 53 - Six Sigma Demystified

34 Six SigMa DemystifieD

dles and to develop detailed plans for outstanding issues (as required). Gener-
ally, organizational- evel Six Sigma projects will be deployed to develop the
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detailed metrics and data capture needed to track the customer, employee, and
stakeholder issues. Each project is championed by the appropriate executive
and led by an organizational master black belt (or consultant) whose project
team includes the relevant management stakeholders in the process.

Champions

Champions are middle- to upper- level managers who are responsible for sup-
porting the Six Sigma program and ensuring that it is aligned with the overall
business strategy. Training an initial group of high- profile champions provides
excellent exposure for the program and complements the ongoing marketing
effort. This first wave of champions will develop and sponsor the first wave of
black belt training projects. This first wave of champions should include manag-
ers who are excited about the benefits of Six Sigma, are well respected, and
have good visibility across the organization. Their involvement builds credibil-
ity, and their success attracts others for subsequent waves.
As discussed in Chapter 1, choose the A team, the best and brightest of
employees, for the initial waves of training. This sets a firm tone that success is
the priority and that nothing will be spared.

KSA Requirements for Champions

The primary role of a champion is to ensure that organizational systems are in
place to support the Six Sigma deployment. Champions are strong, vocal ad-

vocates of the Six Sigma program. Because of their standing in the organization
at managerial levels, they provide critical exposure of the program to their
functional reports and endorsement of the program as a management initiative.
As members of management, champions bestow authority on Six Sigma
project teams. Through program development, project selection, and resource
allocation, champions ensure that the organizational ground is fertile for proj-
ect growth and success. Through continuous involvement in the Six Sigma
initiative, champions send a clear signal to the organizational masses that man-
agement’s commitment is unremitting. Dispelling the notion that the program
is a “flavor of the month” is an ongoing but necessary challenge to overcome
unproductive subcultures that may exist. Effective champion training provides
an awareness of these roles, responsibilities, and challenges.