Six Sigma Implementation Plan for Small Organizations

Initiation and Planning

The first step in implementing Six Sigma is to clearly define the importance of the system and why it would benefit the business. A formal proposal would be drawn up and presented to the owner before assembling employees—approximately 100 to 150 in this scenario—and presenting the system to them. Given the complexity and seeming rigidity of the process, both management and staff would need to be fully on board before proceeding. Everyone involved must clearly understand the details and implications of the system, including its short- and long-term impact.

It would also be necessary to evaluate and analyze the characteristics of the organization and its employees, identifying ways to make Six Sigma the best possible fit so that it can work optimally in this specific context.

Training Hierarchy and Roles

Employees will be divided into a ranking hierarchy to ensure that all levels of Six Sigma are properly staffed and supported. Each level of the hierarchy will have its own leader and will be thoroughly trained in the requirements and specifics of that role.

Executive Leadership — These will be the owner and assistant owner (or shareholders), who will be responsible for implementing and monitoring the Six Sigma program. They will do so in a flexible manner, enabling and empowering all team members to explore and develop new ideas wherever possible.

Champions — These individuals will be drawn from management. In a small organization such as this, they may double up on duties. They will be responsible for monitoring the progress of Six Sigma and for mentoring employees in the Black Belt echelon.

Master Black Belts — These will be two or three champions, or "top heroes," who will guide Black Belts and Green Belts in the various minutiae of the system. They will be responsible for learning and applying the nuts and bolts of the system, using statistical methods to test, identify, and verify each component before running pilot tests and implementing solutions. Some organizations distinguish between Champions and Master Black Belts, placing one above the other. This organization, being small, will integrate the two roles.

Black Belts — Black Belts will focus all of their time on actually implementing Six Sigma routines and tasks. This differs from Champions and Master Black Belts, who identify projects, mentor employees, handle more challenging tasks, and conduct evaluations. Black Belts will be fewer in number than Green Belts and may number only around ten, depending on the size of the organization.

Green Belts — Green Belts are introduced into the system by Black Belts, who act as mentors to them. Unlike Black Belts, who devote all of their time to the system, Green Belts are gradually launched into it while continuing to perform other tasks. They incrementally learn and integrate into the system over time (Mikel & Schroeder, 2000).

Regarding training delivery, it can be conducted in-house or by hiring external professionals. In-house training generally takes longer and can be more expensive. The better choice in this case, therefore, is to hire an outside firm to train a small number of key people. Those employees—the Champions—will then train others in the organization (Breyfogle et al., 2001).

Certification

Six Sigma certification will be awarded to employees at each level upon completing that level (for example, as a Green Belt) before advancing to the next. A rise in compensation will accompany each certification. Progress and achievement at each level will be evaluated through participation in a course followed by the completion of a project (Keller & Keller, 2010). Certification may be procured from various companies that offer it.

Recognized certification societies include:

— American Society for Quality
— The International Quality Federation
— The Institute of Industrial Engineers
— Six Sigma Qualtec
— Aveta Business Institute

DMAIC and DMADV Stages

Six Sigma is organized around two project methodologies, both derived from Deming's Plan-Do-Check-Act Cycle. Each methodology has five phases: DMAIC and DMADV (De Feo & Barnard, 2005).

Using DMAIC, the stages are as follows:

Define the problem, particularly customer needs and requirements. Be specific.

Measure key aspects of the process and collect all necessary and relevant data.

Analyze the data to investigate cause-and-effect relationships. Ensure that all identified causal relationships are valid, and seek out reasons for existing or potential defects.

Improve or enhance the current process by employing strategies such as design of experiments, poka-yoke (mistake proofing), and standard work. Use pilot studies to test ideas and conclusions.

Control future processes to ensure that outcomes and future strategies do not result in defects. Implement control systems such as statistical process control, production boards, and visual workplaces to ensure that defects are strictly managed and that all processes are rigorously and continuously monitored.

The stages of DMADV are as follows:

Define and design goals that conform to customer specifications.

Measure and identify factors specific to the critical elements of the product, the product capabilities, the production process capability, and the associated risks.

Analyze to develop and create a high-quality design, and plan for its risk-free implementation.

Design the details, optimize the design, and plan steps that can test and proof the design.

Verify the design by setting up pilot runs, testing it, and ensuring that it is defect-free before handing it over to those who will implement it.