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Keep leveraging significant projects that address the company's objectives, in
particular, the customer satisfaction targets.
Maximize Black Belt certification turnover (set target based on maturity).
Achieve and maintain working relationships with all parties involved in DFSS
projects that promotes an atmosphere of cooperation, trust, and confidence
between them.
9.3.2.2 Other Deployment Operatives.
Several key people in the company
are responsible for jump-starting the company for successful deployment. The same
people also are responsible for creating the momentum, establishing the culture,
and driving DFSS through the company during the Predeployment and Deployment
phases. This section describes who these people are in terms of their roles and
responsibilities. The purpose is to establish clarity about what is expected of each
deployment team member and to minimize the ambiguity that so often characterizes
change initiatives usually tagged as the flavor-of-the-month.
9.3.2.2.1 DeploymentChampions.
In the deployment structure, the deployment
champion role is a key one. This position usually is held by an executive-ranked vice
president assigned to various functions within the company (e.g., marketing, IT, com-
munication, or sales). His or her task as a part of the deployment team is to remove
barriers within their functional area and to make things happen, review DFSS projects
periodically to ensure that project champions are supporting their Black Belts'
progress toward goals, assist with project selection, and serve as “change agents.”
Deployment champions are full time into this assignment and should be at a level
to execute the top-down approach, the push system, in both the Predeployment and
Deployment phases. They provide key individuals with the managerial and technical
knowledge required to create the focus and facilitate the leadership, implementation,
and deployment of DFSS in designated areas of their respective organizations. In
software DFSS deployment, they are tasked with recruiting, coaching, and develop-
ing (not training, but mentoring) Black Belts; identifying and prioritizing projects;
leading software programs and design owners; removing barriers; providing the drum
beat for results; and expanding project benefits across boundaries via a mechanism of
replication. Champions should develop a big-picture understanding of DFSS, deliver-
ables, tools to the appropriate level, and how DFSS fits within the software life cycle.
The deployment champion will lead his or her respective function's total quality
efforts toward improving growth opportunities, quality of operations, and operating
margins among others using software DFSS. This leader will have a blend of busi-
ness acumen and management experience, as well as process improvement passion.
The deployment champions need to develop and grow a Master Black Belt training
program for the purpose of certifying and deploying homegrown future Master Back
Belts throughout deployment. In summary, the deployment champion is responsible
for broad-based deployment, common language, and culture transformation by weav-
ing Six Sigma into the company DNA as an elevator speech, a consistent, teachable
point of view of their own.
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