In 1980, Motorola introduced the Six Sigma program aimed at reducing defects. In 1995, General Electric adopted this program as its main business strategy. The term "Six Sigma" is a registered trademark of Motorola since 1993.
The purpose of the Six Sigma philosophy is to manage processes to minimize errors and reduce process variability. It often utilizes statistical methods, unlike Lean management, which aims to reduce waste. Both methods share a similar approach, focusing on disciplined problem-solving based on facts and involving all employees in Lean or Six Sigma-related activities. It is common to implement both programs synchronously within a company to enhance their effectiveness.
The Six Sigma philosophy necessitates changes in the organization's structure. Before implementing Six Sigma, process management and quality were typically handled by specialized departments or experts. After its introduction, a comprehensive structure with various levels of tool deployment becomes evident.
The establishment of a Six Sigma organization enhances a company's capability to efficiently address problems with minimal effort and encourages employee engagement at all levels. Successful implementation, similar to Lean management, requires support and participation from top management.
In practice, a hierarchical Six Sigma organization is established. The executive leadership, including the CEO, is responsible for adopting and sustaining the Six Sigma program and removing obstacles resulting from the current organizational situation. The executive leadership serves as the visionary of the entire organization concerning Six Sigma and has the authority to select and appoint "Champions."
Six Sigma Champions are members of higher management, often including production managers or department heads. Champions are responsible for implementing specific elements or tools within the organization and act as mentors to Master Black Belts, whom they have the authority to appoint.
Master Black Belts (MBBs) are the sole internal coaches for Six Sigma throughout the entire organization or multiple business units within the enterprise. MBBs are involved in 100% of coaching activities and system maintenance. Besides solving complex statistical issues, they ensure the consistent implementation of Six Sigma tools across various departments and continually educate employees on statistics and Six Sigma concepts. MBBs do not execute projects but, together with Champions, identify priority projects and develop project plans.
Black Belts (BBs) execute and lead Six Sigma projects under the guidance of MBBs. Their activities are exclusively focused on project execution (100% of their time dedicated to project implementation and coaching at lower levels). A Black Belt project should encompass a comprehensive area of improvement, such as an entire department or production line. The return on investment from successful projects is usually in the hundreds of thousands of dollars annually. Organizations often have only one Black Belt per facility.
Green Belts (GBs) contribute to approximately 30% of Six Sigma activities. They are typically coached by Black Belts and are responsible for managing smaller projects, known as Green Belt projects. These projects address smaller areas, such as a section of a production line, a specific process, or individual equipment. The return on investment for Green Belt projects is usually in the tens of thousands of dollars annually.
The number of active GBs within an organization can range from 2 to 10, depending on requirements. In some cases, one Green Belt is assigned per department. However, it's crucial to recognize that Green Belts must regularly and consistently engage in project-related activities to develop their experience and knowledge. Inactive or "dormant" Green Belts are inefficiently utilized, limiting their ability to respond flexibly to problems. The outlined approach should serve as a guideline for determining the number of Green Belts.
Green Belts spend up to 70% of their time outside the Six Sigma domain and are typically employees of continuous improvement, maintenance, or production departments.
Within the Six Sigma organization, there are two additional levels known as Yellow Belts and White Belts, which were not part of the original program. However, due to the program's goal of involving all employees in Six Sigma activities, it is advisable to define these positions as well.
Yellow Belts and White Belts actively assist in Green or Black Belt level projects, supporting planning, data collection, and simple statistical calculations. This group often includes skilled employees who may gradually progress to higher levels.
| Training name | Training duration | Venue | Price | The nearest date |
|---|---|---|---|---|
| LEAN Management |
2 days
(8:00 - 14:00)
|
Online |
810,00 €
972,00 € VAT included
|
25.03.2025 - 26.03.2025
+ 3
|
