Читать книгу Statistical Quality Control - Bhisham C. Gupta - Страница 48

As an enterprise‐wide system, it follows that Six Sigma deployment requires the efforts of a cross‐section of people filling various roles. These roles include Executive, Champion or Sponsor, Process Owner, and the Belt‐holders.

An Executive is vital to the success of a Six Sigma implementation. Since the program is driven from the top down, executives must show support through their communications and actions. Without key support, the program will fade.

A Champion or Sponsor is a top‐level manager familiar with Six Sigma principles who works with a project team. The champion’s role is to support the team by providing necessary resources and removing roadblocks when they occur. A champion does not attend every team meeting but will check in at major project phases and serve as a go‐to when the team needs top management support.

A Process Owner is a manager who is responsible for all aspects of a process and who also has the authority to make changes to the process. The process owner is a key member of a Six Sigma project team and often serves as a team leader.

If you are new to Six Sigma, you might be a bit confused by quality being described using a karate metaphor. It is admittedly a bit strange. Mikel Harry at Motorola is credited for coining the “belt” term. As the story goes, a plant manager told Harry that the Six Sigma tools he was applying were “kicking the hell out of variation” [4]. In Harry’s mind, the comment conjured an image of a ninja who could expertly wield tools to make the data reveal what it knows about a process. Hence the “belt” nomenclature was born.

Within the Six Sigma hierarchy, there are several levels of Belt‐holders. Depending on the size and complexity of the organization, there may be White, Yellow, Green, and Black Belts, as well as Master Black Belts.

White Belts, who often are also Executives in the organization, are not directly involved with improvement projects but have an awareness of Six Sigma concepts and help support enterprise‐wide deployment.

Yellow Belts serve as members of Six Sigma project teams. They are familiar with Six Sigma principles and can apply basic tools.

Green Belts tend to work on projects on a part‐time basis while maintaining their current positions in the company. A Green Belt may lead a small project team or assist a Black Belt on a larger project. Green Belts know statistical techniques and can apply a large array of non‐statistical problem‐solving tools.

At larger companies, Black Belts work full‐time in their Six Sigma roles. They lead Six Sigma projects and train and mentor Green Belts. A Black Belt possesses sophisticated knowledge of statistics and data analysis tools, as well as team dynamics.

Finally, Master Black Belts work full time managing, mentoring, and training Black Belts. A Master Black Belt may also work with upper management and the steering committee to plan Six Sigma deployment efforts and to select and prioritize Six Sigma projects.