Yesterday, I shared with you some of the reasons why Lean Six Sigma didn’t work out at K T Cat’s company. It all boils down to getting management support to ensure the success of a Six Sigma project.
Kevin Grayson validates this claim as he shares with the Manufacturer.com the crucial role of management in any Six Sigma deployment.
Grayson says that Six Sigma projects must be aligned with the company’s plans and strategies, properly resourced, perdiodically reviewed, and have the sufficient financial resources. Further, management roles are numerous but the basics come in the following forms:
- Setting the expectations for Six Sigma within their organization
- Communicating the expectations for Six Sigma throughout the organization
- Defining and providing the Six Sigma infrastructure for the organization
- Establishing appropriate financial measures for the Six Sigma implementation
- Selecting training resources, Black Belt and Green Belt candidates, and training plans
The need for management support is not new. It has been emphasized many times before. I guess, we just need to repeat it again and again to get the attention of management. 
*Photo credit: MorgueFile.com
