Six Sigma: Leading and Governance

Key leadership roles and the positioning of Six Sigma 'Belt' holders in the improvement effort

Six Sigma requires strong focused leadership if adopted as a strategic change initiative.

The whole of the organisations top leadership requires visible engagement, support and commitment.

The change approaches, programmes and projects will require strong coordination and integration across the business.

To make this complex set of interrelated change activity work in reality a robust governance structure with clear leadership and role clarity is needed.

Six Sigma is also often supported by specialists or line managers and project personnel trained in Six Sigma concepts, tools and techniques.  The training given sometimes results in the individual receiving a level of skill accreditation denoted by a 'belt'.  Common belts are green, yellow and black with the highest level being denoted as a Master Black Belt.  

• Master Black Belt - Performs at strategic/programme level
• Black Belt - leads problem solving and process improvement projects
• Green Belt - Leads local projects or works with black belts on larger projects
• Yellow Belts - Trained in principles of six sigma and are part of project teams

In some places other colour belts are used within the organisation for example:

• White belts - Work on local initiatives for improvement, may not be part of project team

The 'belts' are part of a change management structure with champions, executives, line managers and in-line and support personnel.

In this topic we demonstrate how the 'belts' can help the organisation, governance and implementation of change and how they work with the executive and line management to form string change structures.

Join and examine the structures in the presentation below and test out your organisations change initiative.  

See  if it has a robust structure to guide the change and clear roles and accountabilities at each level to be structured for success.