Six Sigma is based on the DMAICS approach, which consists of 6 steps:
- Define
- Measure
- Analyze
- Innovate
- Check
- Standardize
By scrupulously following these steps, the technician - even if he's not a statistics expert - will be able, with a minimum of training, to achieve the variability target set. But for Six Sigma to succeed in the company, it needs the logistical support of management. Six Sigma is not a one-off project, but a genuine corporate strategy. Six Sigma management is project management. The groups formed break down the traditional hierarchy and call for matrix management of Six Sigma projects.
The steering committee
The Steering Committee brings together all the Champions and the company's executive manager. It is sometimes confused with the Management Committee, but it is still necessary to plan regular progress reviews of Six Sigma projects, in order to monitor the momentum of motivation for Six Sigma implementation and any difficulties to be overcome. He will need to have a number of tools at his disposal, including:
- a deployment plan for the Six Sigma program
- a project monitoring tool
- a tool to measure the results achieved
- a means of communication to share strategic objectives
The Champions
Champions are high-level managers in the company who are involved in the application of Six Sigma. The Champion's role is at both strategic and tactical levels, and consists of :
- guarantee the successful deployment of Six Sigma in a specific area of the company
- be a driving force in the choice of projects to be developed
- monitor project progress by carrying out reviews at the end of each stage
- ensure that all resources are available at all times to keep the project moving forward
- organize recognition of the contributions of the various players
Masters Black Belts
Master Black Belts have a more managerial role. They are responsible for overseeing all Six Sigma projects in a given business sector. They train the Black Belts and support project implementation. They also take part in project reviews. They are expected to have a broad and deep knowledge of all aspects of Six Sigma, from statistical tools to the more conceptual aspects. They are usually former Black Belts who have successfully completed numerous projects. In smaller organizations, an external consultant can play this role.
Six Sigma Group
Implementing a Six Sigma project is a group effort. Depending on the size of the project, the group is made up of 3 to 10 people with cross-disciplinary skills. Participants are selected because they have something in common, but also because they have different points of view on the subject. The aim is to form a group capable of creating a climate of creativity and reaching a consensus through voting.
The group leader is the Black Belt who has no hierarchical responsibility, but rather a matrix. He acts more like the captain of a soccer team. He must impose his influence not through status, but through his skills, charisma and commitment to the project. He leads the group, and it is he who has the skills to choose a tool and carry out the necessary analyses.