The success of your Six Sigma program relies on many factors. These elements include severe identification of relevant metrics, creative problem solving, targeted decision making, and observance of a stern organizational power structure. Courses and workshops are typically dedicated to the trials of the technique. They concentrate on subjects such as project selection, change trees, regression analysis, and change management. Few resources address the role of the individuals in the 6 Sigma structure.
This piece will provide a brief description of the responsibilities of the quality manager, Master Black Belts, Champion, and Black and Green Belts. Each person fulfills a particular role and is rewarded according to their achievement in that role.
Jobs of The Quality Manager
The quality manager is usually an affiliate of an organization s senior management and reports directly to the Chief Executive Officer. This individual is tasked with overseeing the progress of the six Sigma program. They are also in charge of determining how successful the program is given the intent of senior management. The quality manager is often recognized with a raise and bonus based mostly on whether a number of benchmarks ( e.g. Time to completion, savings, for example. ) have been met.
Master Black Belt
Master Black Belts function in a training capacity. They are generally placed inside a single department ( e.g. Accounting, human resources, etc. ) and function as a resource and mentor to Black Belts and Green Belts. They also work closely with champions to build plans, monitor day to day progress, and track whether goals are being met during a project s implementation.
Compensation for Master Black Belts normally comes in the shape of a raise and bonus. It is tied to several project related goals, like a decrease in defects as well as cost benefits.
Champions
Champions are selected by senior management. They re in charge of selecting and overseeing multiple 6 Sigma projects. They work with Master Black Belts to manage the assorted projects and to keep on top of each program s speed of completion. They also offer advice and coaching to Black Belts.
Like the quality executive and Master Black Belt, the champion is mostly rewarded with a monetary bonus, though a raise may or may not be given. The champion s bonus is tied to explicit quality goals, which depend on senior management s strategy and goals.
Black Belts
Black Belts spend all of their time within the framework of a single 6 Sigma initiative. They focus essentially on the individual steps involved with information collection and statistical research, leaving project selection and direction to master Black Belts and champions. As time authorizes, they also serve as coachs for Green Belts.
Reward based compensation for Black Belts follows the same model as that used for Master Black Belts. A raise and bonus might be given if specific goals are met, including a drop in overhead costs, reduction in errors and defects, and productivity gains. On the other hand, if a Black Belt fails to meet his or her goals, Master Black Belts and champs can offer steering to improve their future performance.
Green Belts
Green Belts only spend a little of their time in the six Sigma program. They maintain their original responsibilities to the organization while providing support for Black Belts. Their coaching is limited because the tasks to which they are allotted seldom need specialized skills or use of complex six Sigma tools.
Reward is mostly given in the form of a small cash bonus, public recognition among peers, and present certificates. If the quality improvement project is huge and the Green Belt meets or exceeds their goals, they may also receive a raise.
The above hierarchy exists to support a clear direction in defining goals, tracking progress, and measuring results. This organizational structure is important for guaranteeing a Six Sigma project produces the anticipated quality enhancements.
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