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team, the leader is responsible for designing, managing, and delivering successful
deployment of the initiative throughout the company, locally and globally. He or she
needs to work with Human Resources to develop a policy to ensure that the initiative
becomes integrated into the culture, which may include integration with internal lead-
ership development programs, career planning for Belts and deployment champions,
a reward and recognition program, and progress reporting to the senior leadership
team. In addition, the deployment leader needs to provide training, communication
(as a single point of contact to the initiative), and infrastructure support to ensure
consistent deployment.
The critical importance of the team overseeing the deployment cannot be overem-
phasized to ensure the smooth and efficient rollout. This team sets a DFSS deployment
effort in the path to success whereby the proper individuals are positioned and support
infrastructures are established. The deployment team is on the deployment forward
edge assuming the responsibility for implementation. In this role, team members per-
form a company assessment of deployment maturity, conduct a detailed gap analysis,
create an operational vision, and develop a cross-functional Six Sigma deployment
plan that spans human resources, information technology (IT), finance, and other key
functions. Conviction about the initiative must be expressed at all times, even though
in the early stages there is no physical proof for the company's specifics. They also
accept and embody the following deployment aspects:
Visibility of the top-down leadership commitment to the initiative (indicating a
push system).
Development and qualification of a measurement system with defined metrics
to track the deployment progress. The objective here is to provide a tangible
picture of deployment efforts. Later a new set of metrics that target effectiveness
and sustainment needs to be developed in maturity stages (end of Deployment
phase).
Stretch-goal setting process in order to focus culture on changing the process
by which work gets done rather than on adjusting current processes, leading to
quantum rates of improvement.
Strict adherence to the devised strategy and deployment plan.
Clear communication of success stories that demonstrate how DFSS methods,
technologies, and tools have been applied to achieve dramatic operational and
financial improvements.
Provide a system that will recognize and reward those who achieve success.
The deployment structure is not only limited to the deployment team overseeing
deployment both strategically and tactically, but also it includes project champions,
functional areas, deployment champions, process and design owners who will im-
plement the solution, and Master Black Belts (MBBs) who mentor and coach the
Black Belts. All should have very crisp roles and responsibilities with defined ob-
jectives. A premier deployment objective can be that the Black Belts are used as
a task force to improve customer satisfaction, company image and other strategic
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