传统的自上而下的实施方法对中小型公司来说是一个主要的障碍，而它不应该是障碍。有其他可供选择的六西格玛实施方法，可以使中小型公司真正地消化这一方法（指六西格玛方法，译者注）并从中获益，而不需要许诺显著的资源以及传统六西格玛实施方法的顶层（组织）结构。结果，组织有时候可以比他们的大客户获得更快、更令人印象深刻的收益。
一个尺寸适合所有的人？-- 不！
我对六西格玛实施的生命周期的一个观察结果是大部分收益不是来自黑带 – 他们是由绿带和黄带创造的，特别是当六西格玛的程序制度化了的时候。另一个发现是组织中大概80%的六西格玛机会中黑带和绿带是可以互相转换的。应用绿带和黄带的方法解除了中小型公司的许多约束并使他们可以以更便于管理的方式应用（六西格玛）。这些组织在技术上变得与大公司一样熟练，在财务状况和文化转变方面都是如此。
可缩放的六西格玛 – 它是如何工作的
下面是我为中小型组织建议的开展和实施六西格玛的过程的简短的8个步骤的纵览。
六西格玛策略和拱形的基础架构被开发出来。策略、实施方法和项目直接与组织的战略计划和客户的要求紧密结合。这个步骤同时包括具有良好组织的六西格玛的沟通和意识的大厦。 实施策划已经完成。超出整个程序的范围之外，这包括为一组影响深远的六西格玛项目定义目标、范围、目的、优选次序、工作计划、交付、绩效的基线，以及期望的绩效/财务增长。
小组组成和教育计划同时开始。六西格玛策略定义和实施计划为小组提供背景和焦点，并防止在争辩该做什么的问题上浪费时间和资源。另外，教育要为业务的特殊需要而定制，并包括案例问题、数据，以及来自他们的实际流程的例子。
主管们完成冠军教育，从中他们学到关于六西格玛的程序、方法论以及工具等方面的知识。主管们同时专注于如何通过几个练习来领导、构建和指导一个成功的六西格玛尝试。
选择人员完成绿带认证（比如，一个25人组成的小组，在两个月的时间内）。这种教育关注于六西格玛但它同时也包括并整合防错和精益生产（技术）。
其他小组成员完成黄带认证（比如，25到50人，2到4周时间）。这种教育专注于基本的六西格玛工具和防错和精益生产（技术）
生命周期后期，人员向抵达六西格玛的下一个级别过渡。一些被选出的绿带发展为黑带，一些黄带发展为绿带。其他新的（人力）资源根据需要分别发展为绿带和黄带。目标是跃进到某一点，在这一点有切实的积蓄来资助六西格玛项目。
在所有的情况下，通过成绩而不是通过出席（训练）来获得认证。除了课堂时间外，所有认证的候选人都必须完成一个强制的项目来示范六西格玛的正确实施，解决一个实际的业务问题并获得预定的节约。以上积木式的方法可以模块化以使得组织可以快速地将其六西格玛资源转换到下一个成绩的最高水平。此外，他们可以以更便于管理的步调，在更便于管理的范围内完成其六西格玛的实施。项目的数目、教育的水平、以及整个实施和执行的方法以可以消化的步调进行并直接与策略和结果相联系。
有更好的方法
以上这种可缩放的六西格玛方法使中小型组织以更便于管理的步调获得结果，同时还获得想得到的结果。那种“一种尺寸适合所有人”的六西格玛实施模式并非对每个公司或组织都可行，应该探求其他实施的模式。可以通过正确的实施模式来满足把中小型公司带入六西格玛阵营的现实需要。
关于作者
特伦斯 T. 伯顿是The Center for Excellence in Operations, Inc.公司的创始人和总裁（首席执行官）。该公司是一家专攻精益生产、六西格玛、新产品开发和供应链管理的管理顾问公司。特里（特伦斯的昵称，译者注）近期已完成了一部新书，《Lean Extended Enterprise: Moving Beyond the Four Walls to Value Stream Excellence》。
Six Sigma for Small and Medium Sized Businesses
One of the more familiar dilemmas in business today is how to implement Six Sigma in small and medium-sized companies. This is a serious issue because larger companies are beginning to mandate Six Sigma to their supply base as a condition of doing future business. The problem arises when small and mid-sized organizations solicit deployment proposals from Six Sigma consulting companies only to learn that the traditional Six Sigma implementation approach can require millions of dollars in investment, dedication of their best full time resources, and training of the masses. Those of you who have experienced this situation will agree that this approach to Six Sigma is unrealistic for smaller and mid-sized organizations. But there still exists a real need to bring smaller and mid-sized companies into the Six Sigma fold, because collectively they might represent as much as 75%-80% of total value stream activity.
The traditional top-down implementation approach is a major barrier to entry for smaller and mid-sized companies, and it doesn't need to be. There are alternative Six Sigma deployment models that allow smaller and mid-sized organizations to implement at a pace where they can actually digest the methodology and achieve benefits, without the significant resource commitment and overhead structure of the traditional Six Sigma implementation approach. As a result, organizations are sometimes able to achieve faster and more impressive benefits than their larger customers.
One Size Fits All? -- NOT!
One observation I've made about the Six Sigma implementation lifecycle is that the majority of benefits are not derived from Black Belts - they are generated at the Green Belt and Yellow Belt level, especially when the Six Sigma process becomes institutionalized. Another observation is that Black Belts and Green Belts are interchangeable for about 80% of the organization's Six Sigma opportunities. Using a Green Belt and Yellow Belt approach addresses many of the constraints of smaller and mid-sized companies and allows them to implement at a more manageable pace. These organizations become just as technically skilled as their larger company counterparts; in fact, many are outperforming their larger customers in terms of both financial results and cultural transformation.
Scaleable Six Sigma - How It Works
Below is a brief 8-step process overview of a Six Sigma deployment and execution process I recommend for smaller and mid-sized organizations:
A Six Sigma strategy and overarching infrastructure is developed. The strategy, implementation approach and projects are directly aligned to the organization's strategic plan and customer requirements. This step also includes well-organized communication and awareness building for Six Sigma.
Implementation planning is completed. Beyond the overall program, this includes defining objectives, scope, goals, priorities, work plans, deliverables, baseline performance, and expected performance/financial improvements for a pool of high-impact Six Sigma projects.
Team formation and the education plan begin concurrently. The Six Sigma strategy definition and implementation planning provides background and focus for the teams, and prevents wasted time and resources debating over what needs to be done. In addition, education is customized to business specific needs and includes sample issues, data, and examples from their actual processes.
Executives complete Champion education where they learn about the Six Sigma process, methodology, and tools. Executives also focus on how to lead, structure, and mentor a successful Six Sigma effort through several exercises. Although the Six Sigma approach is different in smaller and mid-sized companies, Executives must understand that Six Sigma still requires the same leadership and commitment as in larger companies.
Selected individuals complete Green Belt certification (e.g., a group of 25 individuals over a 2-3 month period). This education focuses on Six Sigma but it includes and integrates Kaizen and Lean. I believe a program should stress deployment of the right tools to the right opportunities, because not all problems require a complex statistical approach.
Other team members complete Yellow Belt certification (e.g., 25-50 individuals over a 2-4 week period). This education focuses on the basic "blocking and tackling" tools of Six Sigma, as well as Kaizen and Lean.
Later in the lifecycle, individuals are transitioned to the next level of Six Sigma achievement. Some selected Green Belts are developed into Black Belts, and some Yellow Belts are developed into Green Belts. Other new resources are developed into Green Belts and Yellow Belts respectively based on need. The goal is to ramp up to a point where the tangible savings is funding the Six Sigma program.
In all cases, certification is by achievement, not attendance. Beyond the classroom time, all certification candidates must complete a mandatory project that demonstrates the correct deployment of Six Sigma, solves a real business problem and achieves a targeted savings.
The above building-block approach can be modularized so that the organization can quickly transition their Six Sigma resources to the next highest level of achievement. Additionally, they can accomplish their Six Sigma implementation at a more manageable pace and scope. The number of projects, the levels of education, and the whole deployment and execution approach occur at a digestible pace, with a direct link to strategy and results.
There Is A Better Way
This above type of scaleable approach to Six Sigma enables smaller and mid-sized organizations to achieve results at a more manageable pace, while still achieving desired results. The "one size fits all" Six Sigma deployment model just isn't practical for every company or organization, and other deployment models should be explored. The real need to bring smaller and mid-sized companies into the Six Sigma fold can be satisfied with the right deployment model.
About The Author
Terence T. Burton is founder and President of The Center for Excellence in Operations, Inc. (CEO)a management consulting firm specializing in Lean, Six Sigma, New Product Development, and Supply Chain Management. Terry has recently completed a new book, The Lean Extended Enterprise: Moving Beyond the Four Walls to Value Stream Excellence.