4.3 Implementing Six Sigma
The following extract is from an article (Sheshadri and Lucier, 2001) on Six Sigma implementation in GE Medical Services. It explains the role of the various belts (black, green, etc.) that we came across earlier.
Training for GE employees takes about 10 classroom days spread over four sessions and 90 calendar days. Action teams are created in each class to attack an existing business problem. As each aspect of Six Sigma is taught, the team immediately applies the concepts to the chosen problem. There's a progression of competency levels beginning with Green Belts - and all employees from clerical staff up are required to reach this level of proficiency. Green Belts must complete the required training and two projects to achieve certification. They must also complete one additional project and eight hours of post-certification training each year. While Green Belts are trained in Six Sigma, they hold non-Six Sigma positions within the company. New employees are expected to obtain Green Belt certification within the first year of employment. All other "Belts" are 100% Six Sigma assignments and are selected from the top performers in our talent pipeline:
Black Belts act as technical and cultural change agents for quality. They are leaders of small teams implementing/executing the Six Sigma methodology in business related projects, and they coach Green Belts on their projects. Today there are more than 4,500 Black Belts within GE. Master Black Belts teach, mentor, and develop Six Sigma tools and are full-time teachers of the Six Sigma process. Today there are over 800 Master Black Belts within GE. Champions back and promote the Six Sigma initiative and work with executives to help drive initiatives into daily operations and business metrics. The mentoring structure behind Six Sigma training and the full-time dedication of the Black Belts and Master Black Belts have provided the momentum necessary to complete thousands of projects at GE.
This is the basic operational methodology of supporting Six Sigma. The strategic impetus is the responsibility of senior management.
Activity 4.2
Under what circumstances would you expect Six Sigma not to work? The reasons could be many. Give this serious thought and before moving on make a list of reasons that could lead to the failure of this process.
Would this list apply to any other quality process that the company might implement (i.e. other than Six Sigma)?
Back Page