"The vision must be followed by the venture. It is not enough just to stare up the steps - we must step up the stairs." – Vance Havner, author. However, venturing into Six Sigma is not easy. Deploying Six Sigma is where "the tire hits the road." It requires a lot of hard work and planning. As a Six Sigma Champion, you'll need to plan for and deal with critical Six Sigma deployment issues, develop business-aligned deployment strategies, ensure continued buy-in from top management, and integrate metrics for continuous feedback and review into your plan. This course addresses all of these challenges, as well as how to manage change during and after Six Sigma deployment. It focuses on a systemic, long-lasting deployment, and on delivering promised business results rather than obsessing over implementing projects. This course integrates essential Six Sigma concepts, tools, and methodologies enabling you to deliver excellent business results. A case-based approach is followed throughout to demonstrate how some incredible companies applied the concepts and tools to real-world Six Sigma situations and achieved huge Six Sigma breakthroughs. These breakthroughs include increased customer value and quality, significant reductions in costs, wastes and postproduction maintenance, intellectual capital development, remarkable growth in top line and bottom line, and major culture change.
Learning objectives
- Recognise the importance of assessing an organisation's Six Sigma readiness
- Associate the activities undertaken by a company with the stages in a Six Sigma deployment roadmap, in a given scenario
- Apply successful strategies for Six Sigma deployment in a given scenario
- Identify the activities involved in managing resistance to change
- Recognise examples of resistance to the changes caused by Six Sigma deployment
Audience
Members of top management, vice presidents, directors, divisional managers, and senior functional managers selected to work directly as Champions or potential Champions; Champions include those people who own the processes to be improved, make resources available, evaluate financial cost justifications, and supervise the individuals selected as Black Belts and Green Belts
