Six Sigma Champions

Successful six sigma champions are a hybrid cross between Hilary Clinton and Achilles the warrior

. However, finding a complete six sigma champion may be difficult, since being a good champion requires more than top diplomatic skills and the heart of a warrior. Six sigma champions should also be good at business and operations interface, project selection, pace mediation and rules implementation.

Champions must know their business from top to bottom. The really good ones know the technology used in the process. While black belts are the experts in process/project matters, the champion must oversee the operation and refrain from offering solutions unasked. One of the primary roles of the six sigma champion is to make sure that operational levels are aligned with strategic business objectives. Project reviews should be done with this in mind and not used as a tool to micromanage black belts.

The basic task of Six sigma project selection begins with picking a project and implementing it. This can often cause the deer in the headlight moment for the champions. This odd behavior is triggered usually by the selection of a project to the closely matched black belt. The human factor is always there for blaming, but otherwise the real reasons for such reactions by the champions and the decision difficulty is still a mystery. It is also believed to be a hindrance to their career rather than the opportunity to improve the process. Smoothing out this rough patch in the process involving champions and upper level interaction are part of the instruction process by six sigma providers for the businesses. Top to bottom can only be successful if the alignment is correct in the processes at all levels.

Six sigma deployment can involve the efforts of one or more persons at the beginnings. These person/persons will implement the plans and this might allow organizations that choose to select internal specialists for the job. This is usually for budgetary reasons. Successful roll out and nothing more, should be the chief concern and goal of the person in charge. It is wise to choose third party consultants very cautiously. They might have more of an interest in their piece of the budget rather than how they can benefit the company or organization they are working for.

An internal sponsor should be very knowledgeable about six sigma, otherwise the deployment may end in failure. The best deployment plans are overseen by a combination of an internal expert and the six sigma provider. When the plan is constructed it should be with goals, specific targets that are designed to increase customer satisfaction and position in the business world. A plan where the only goal is completion of the deployment will end in failure. Six sigma champions are expected to be in the middle of this deployment, selecting key figures and passively overseeing their decision making.

by: Craig Calvin

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