Black belts and business excellence

23 December 2005

Sanjay Matai explains the know-how and how-to implement the Six Sigma programme.

Six Sigma: A tool for business improvement was an introduction to the subject, the methodology and the benefits of Six Sigma. In this article, we examine the team and infrastructure required, the implementation strategy and some of the commonly used data analysis tools.

The team and infrastructure
Six Sigma is not a one-time department-centric quality improvement initiative. It is a continuous process. It cuts across various departments and functions in the company, and involves rigorous data measurement and analysis. Though experts are required to drive the initiative, it is not the solely the baby of a few experts. The initiative needs to be institutionalised; every employee must make it a part of his or her routine.

Therefore, creation of the necessary framework or infrastructure becomes the starting point. The important nuts and bolts of this framework would be the top management, the 'champions', the sponsors and the experts. These key players need to be adequately trained.

Top management
Six Sigma has to be implemented top-down. It involves changing many business processes, cutting across various departments. Therefore, the CEO of the company has to:

• Actively lead the programme. Resistance to change is natural. He has to develop suitable compensation and reward structures to motivate the organisation to get involved in the programme wholeheartedly.
  
• Develop a comprehensive plan and monitor its progress.
  
• Align the Six Sigma programme with the broad vision and mission of the company.
  
• Regularly communicate with the team and celebrate successes, to prevent the programme ending up as just another passing fad.
  
• Ensure that all employees participate in the programme.