Page 54 - Six Sigma Demystified

Chapter 2 d e v e lo p i n g t h e t r a i n i n g a n d d e p loy m e n t p l a n 35

The attributes of a champion can be summarized as follows (Slater, 1999):
• Champions display energy and passion for the job.

• Champions excite and mobilize others.
• Champions relate Six Sigma to customer success and the bottom line.
• Champions understand the technical and financial aspects of Six Sigma.
• Champions deliver bottom- line results, not just technical solutions.

In many ways, the first two attributes are inherent to an individual’s person-
ality, although they may be dormant from lack of use. In such a case, individuals
can be nurtured so that these qualities resurface, provided that there is strong
upper- management commitment and support for the Six Sigma initiative. If
support begins to deteriorate, then the excitement expected from champions
will be either short- lived or unaccepted by the masses.

Champion and Management Training

Champions begin their training with a two- to three- day class that emphasizes
their role in program development and as project sponsors. The course material
should include the topics presented in Part 1 of this book. A suggested agenda for
a two- day session is provided in Table 2.2. Particularly in smaller organizations,
the champion and executive training may be directed toward the same staff, al-
though the outcomes are as outline in each section regardless of the audience.
Workshops are a key part of champion training, providing an opportunity to
build ownership of the Six Sigma program in the managerial ranks. The work-
shops support the key outcomes of the training, including

• Establishing an understanding of and commitment to the managerial role,
responsibilities, and project sponsorship necessary for success of the Six
Sigma project teams
• Selecting green belt and black belt candidates
• Selecting suitable Six Sigma projects using the selection criteria

An important component of champion training is to get the middle- evel man-
l
agers onboard because they exercise direct control over the operational resources
that will be critical for project success. The project selection exercises will give
managers ownership of the projects and commitment to team sponsorship.
Six Sigma champions also may attend green belt training to learn the basic
techniques used by Six Sigma teams. The goal of this training is to foster an