You know by now that Six Sigma is not only for manufacturing companies nor is it for start-up companies. Six Sigma actually started with established companies that were wanting to improve their performance.
This entry will show you how large companies prepare for their Six Sigma initiatives.
First consideration is to establish a complete and well-connected infrastructure, which should include the following: Core Team, Master Black Belt, Black Belt, Green Belt, Yellow Belt, MAIC discipline, and an incentive system.
*The Core Team defines and reviews Six Sigma projects progress, and acts as the political leader, removing the barriers for the project teams.
*The Master Black Belt acts as a technical coach and provides the knowledge of quality tools for the project team. There is typically one Master Black Belt for every 1,000 employees.
*The Black Belt controls the project. There are typically 10 to 20 Black Belts per 1,000 employees.
*The Green Belt supports Black Belt. There are typically 3 to 5 Green Belts on the Project Team with the Black Belt. There are typically 300 Green Belts per 1,000 employees.
*Yellow Belts are the balance of your population. They provide information and support to the Six Sigma project teams, and are a source for future Green Belts.
*The MAIC discipline sets up a clear protocol to expedite internal communication.
*The incentive system facilitates Six Sigma projects to generate results.
After establishing a solid infrastructure, the company is now ready to deploy Six Sigma projects. To ensure a successful deployment, the company should develop a master deployment plan as a road map throughout the Six Sigma implementation cycle. DMAIC here becomes handy again.
Six Sigma Infrastructure for Large Companies
