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.

It is important for champions to know their business inside and out. A top notched one will easily know the process technology very well. Black belts are perfectly matched with process/project matters, while the champions oversee all the operations and do not offer solutions, unless questioned. They must masterfully align the operational levels and strategic business objectives. This should always be used as a measurement for project reviews and never as a tool for micromanaging black belts.

The basic task of picking and implementing a project is part of the six sigma selection process, and usually always throws six sigma champions off track. Matching a black belt with a project, suddenly becomes an impossible task. The human factor always receives some of the blame, but the real mystery has yet to be solved as to why this is so difficult for the six sigma champions. Champions view this as very limiting in nature, and not the ideal opportunity to improve any part of the process. Improving upper level interaction with operations level people is part of the instruction provided by six sigma to easily smooth out any unstable situation. This top to bottom in thinking alignment is a major key to the success.

Implementing the plan from the beginning, with the deployment of one or more persons by six sigma; many organizations chose internal specialists as job handlers, with cost being the main factor for the actions. The person in charge concentrated only on the roll out success and nothing more. An outside consultant is focused more on the amount of revenue to be generated by the six sigma roll out and not so much concern for how beneficial the roll out will be for the organization.

It is vitally important that the internal sponsor possess an about understand and knowledge about six sigma, or the success of the deployment could be jeopardized. A internal expert and the six sigma provider team are the best combination for overseeing deployment plans. Formulating and constructing a plan, should include goals, specific targets to increase customer satisfaction and hold a strategic world business position. If the only goal is completion of the deployment, failure is generally the expected outcome. Being in the middle of the deployment, passively observing the decision making as well as selecting the key figures some of six sigma champions expectations.

by: Craig Calvin

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