The Where and Y: A 1-2-3 Model for Project Success

Abstract:A Six Sigma project may take longer to establish if key players fail to provide Green and Black belts with appropriate definitions of problems and goals for improvement projects. While the purpose of a Six Sigma improvement project should be focused on a specific problem in a specific process, project scopes are frequently too broad for newly trained project leaders to deal with effectively. A three step model outlines project roles, responsibilities, and the project pipeline. In step one top management launches the Six Sigma initiative to solve a specific business problem. Step two brings middle management in as process owners and champions. Improvement ideas generated at level two are then distributed to the green and black belt project leaders at level three as first draft project definitions. These project leaders are then able to fine-tune their assigned project definitions and investigate the root causes of process variation. Top-down deployment of Six Sigma permits a !continual flow of …

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