Information Technology Reference
In-Depth Information
company. Project Champions are responsible for scoping projects from within their
realm of control and handing project charters (contracts) over to the Six Sigma
resource. The Project Champion will select projects consistent with corporate goals
and remove barriers. Six Sigma resources will complete successful projects using Six
Sigma methodology and will train and mentor the local organization on Six Sigma.
The deployment leader, the highest initiative operative, sets meaningful goals and
objectives for the deployment in his or her function and drives the implementation of
Six Sigma publicly.
Six Sigma resources are full-time Six Sigma operatives on the contrary to Green
Belts who should be completing smaller projects of their own, as well as assisting
Black Belts. They play a key role in raising the competency of the company as they
drive the initiative into day-to-day operations.
Black Belts are the driving force of software DFSS deployment. They are project
leaders that are removed from day-to-day assignments for a period of time (usually
two years) to focus exclusively on design and improvement projects with intensive
training in Six Sigma tools, design techniques, problem solving, and team leadership.
The Black Belts are trained by Master Black Belts who initially are hired if not
homegrown.
A Black Belt should possess process and organization knowledge, have some
basic design theory and statistical skills, and be eager to learn new tools. A Black
Belt is a “change agent” to drive the initiative into his or her teams, staff function,
and across the company. In doing so, their communication and leadership skills
are vital. Black Belts need effective intervention skills. They must understand why
some team members may resist the Six Sigma cultural transformation. Some soft
training on leadership training should be embedded within their training curriculum.
Soft-skills training may target deployment maturity analysis, team development,
business acumen, and individual leadership. In training, it is wise to share several
initiative maturity indicators that are being tracked in the deployment scorecard, for
example, alignment of the project to company objectives in its own scorecard (the Big
Y's), readiness of project's mentoring structure, preliminary budget, team member
identification, and scoped project charter.
DFSS Black Belt training is intended to be delivered in tandem with a training
project for hands-on application. The training project should be well scoped with
ample opportunity for tool application and should have cleared Tollgate “0” prior
to training class. Usually, project presentations will be weaved into each training
session. More details are given in Chapter 9.
While handling projects, the role of the Black Belts spans several functions, such as
learning, mentoring, teaching, and coaching. As a mentor, the Black Belt cultivates a
network of experts in the project on hand, working with the process operators, design
owners, and all levels of management. To become self-sustained, the deployment
team may need to task their Black Belts with providing formal training to Green
Belts and team members.
Software DFSS is a disciplined methodology that applies the transfer function
[CTSs
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f (X)] to ensure customer expectations are met, embeds customer expecta-
tions into the design, predicts design performance prior to pilot, builds performance
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