Six Sigma Course for Middle Managers

Author: Penelope Prencipe (USA)
Publisher:
Publish Date: June 1, 2006
Features: Johnson & Johnson certification, the DMAIC cycle plus "innovate" can provide a strategy and framework for Johnson & Johnson to build itself into an organization of process excellence. Before Johnson & Johnson began applying Six Sigma, Motorola and General Electric had already achieved success with Six Sigma among middle managers. The CEOs of both companies considered Six Sigma a top priority and implemented this methodology throughout the organization. They defined Six Sigma as a management framework, serving as a reference for the organization's operations. The organization encouraged or required employees to participate in training such as Six Sigma Champion, Black Belt, and Green Belt, expecting them to create results based on Six Sigma projects. The books written based on their experience were not only to explain Six Sigma but also to let management know how these organizations underwent Six Sigma transformation. Their transformation journey was impressive. As the news spread, Six Sigma methods began appearing in various business and quality conferences. Soon, conferences entirely focused on Six Sigma were held. Everyone interested wanted to understand how to apply this methodology. Gradually, many middle managers became concerned about how to drive the changes seen in early examples, but they were told that to create a Six Sigma organization like General Electric, Motorola, and Toyota, top-level support was essential. If middle managers could convince the CEO to join in, they had the best chance of success; without this top-level support, their efforts would be in vain. Good luck! To build another General Electric, the CEO's firm commitment is necessary. We can acknowledge this; it makes sense. However, saying that without top-level support, the basic concepts of Six Sigma cannot be implemented and efforts are doomed to fail before they even begin is unreasonable. Middle managers can build Six Sigma organizations within their own domains. Within the scope of middle management responsibilities, the basic elements are all in place:
· Processes
· Customers
· Suppliers
· People
· Creativity
· Technical expertise
· Commitment to quality
If we choose to implement Six Sigma at a more personal level, it can gain support at the middle management level. To fully appreciate the importance of the basic concepts of Six Sigma, it is necessary to understand the fundamental principles of quality management. Six Sigma, ISO 9000, and the Malcolm Baldrige Performance Excellence Standards all evolved from the scientific study of quality and are considered highly renowned quality management systems or philosophies. Those particularly interested in quality (as a science), including the Japanese (who rose to become a quality powerhouse after World War II), have been dedicated to studying these principles. The Japanese were able to cultivate a culture where every manager and even every employee personally committed to quality. In contrast, our culture makes everyone feel entitled to be a recipient of high quality. But who among us is producing high-quality products and delivering high-quality services every day? This tendency is more likely to occur at the middle management level rather than at the "Chief Something Officer" level.