SIX SIGMA - 72 Truths - Lesson 2

 Lesson 2

It’s the CEO and only the CEO who can make Six sigma successful in an organization.

Six sigma should not be launched if the CEO does not have the time for it or does not think it to be important. Six sigma should also not be launched because the CEO feels it is the latest from the quality stable. It should only be launched when the CEO is convinced that is the methodology that is requiring for his/her company. He/she should have rational on how Six Sigma can be contributor to specific organizational objectives

I strongly believe that it’s only the CEO who can make difference to a six sigma implementation. Internal experts such as black belts and green belts may implement six sigma projects, but it is the CEO owns them.

Whether its bob Galvin at a Motorola or jack welch at GE or Lorry Bossidy at Allied signal, it’s their personal commitment and belief in six sigma that made difference. These leaders have given a new definition to quality and proved that it can be a lever for business improvement.

The CEO cannot just sign the cheque and take a back seat. He or she should understand what Six Sigma is all about and how it drives improvement to the organization. He or she has to provide leadership and create a vision, provide necessary resources, give time, review and communicate to all that Six Sigma is the improvement engine that will be the DNA of the organization. It is his/her responsibility to ensure that everyone gets involved in the implementation effort.

The CEO has to provide visible support to Six Sigma. Remember, Six Sigma quality is more of cultural imperative that changes the way decisions are made. The CEO has to walk the talk and manifest that he or she lives by the Six Sigma framework day in and day out. The culture that is built ultimately converts good strategy into effective execution.

So what are the specific things a CEO should do to make Six Sigma successful?

-          Understand what Six Sigma is all about and how it can be enmeshed with the business strategy.

-          Create a shared vision that supports Six Sigma

-          Be the biggest messiah and evangelist of Six Sigma in the company.

-          Establish clear long-term objectives at a business level wherein Six Sigma methodology can be leveraged (as 10X improvement in quality levels)

-          Laydown clear expectations from the senior management team on their deliverables from Six Sigma

-          Hold oneself and the senior management team accountable to Six Sigma deployment

-          Ensure that Six Sigma process improvement projects are directly aligned to organizational goals

-          Review progress on a regular basis

-          Set up a senior management team that oversees Six Sigma implementations

-          Provide all required resources in terms of monies and infrastructure to make Six Sigma successful.

Six Sigma Takeaways

The CEO should not treat Six Sigma as a Quality programme but should ensure that it becomes a cultural platform which changes the organizational fabric.