Six Sigma Implementation

It is reasonable to carry out the Six Sigma Implementation as a six-phase process. Phases from one to four are establishing Six Sigma, and phases from five to six are for realization of Six Sigma. Six Sigma Implementation requires leadership from top management since it must be embraced throughout the organization.
Six Sigma Implementation Model: Steps—Establishing Management Commitment

• Information Gathering
• Training
• Developing Monitoring Systems
• Business Processes to be improved are chosen
• Conducting Six Sigma Projects

First phase in Six Sigma Implementation is to establish commitment of supreme command. This means training the principles and tools to senior management. This should be followed by a development of a management infrastructure to support the Six Sigma Implementation. One tool to monitor the change in management is to use QPR ScoreCard.
Second phase in Six Sigma Implementation is information gathering. This translates into intensive communication with customers, suppliers, and employees. Information about the conditions of the processes which should be improved, for example, supply chain is obtained from customers and suppliers. Analysis of the information helps to identify the obstacles standing in the way of success during Six Sigma Implementation.
Training the whole staff in the organization is the third phase on the way to Six Sigma Implementation. The training needs are assessed, and the training is conducted from top-to-bottom. Training levels can be, for example, Black Belt and green belt. Black Belts are the all-day problem solvers who also operate as team leaders in Six Sigma projects. Green belts are the team members in Six Sigma projects.
Fourth phase of the Six Sigma Implementation process is to develop a monitoring system. Because one main goal is continuous improvement, the framework of the management has to support that end. After the framework is in order, it is time to develop a monitoring system. Adequate measures should be created for strategic goals and key business processes. Measures can be internal and/or external, for example, customer satisfaction. One framework element is, for example, a balanced scorecard.