校稿任务--How to Become a Lean Six Sigma Organization

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> How to Become a Lean Six Sigma Organization

One of the best ways to roll out a Lean Six Sigma program is to treat the process as a Six Sigma process in and of itself. Some basic guidelines, arranged in the classic five-stage DMAIC process, can help organizations that are interested in adopting Lean Six Sigma.

By Stephen Cassie

In a difficult economy, an increasing number of senior business leaders are seeking to boost the performance of their operations by adopting Lean Six Sigma. Before these organizations can begin to reap the benefits of continuous process improvement, they must first understand the fundamental elements of the process known as DMAIC (for Define, Measure, Analyze, Improve and Control).

One of the best ways to roll out a Lean Six Sigma program is to treat the process as a Six Sigma process in and of itself. The following are some basic guidelines, arranged in the classic five-stage DMAIC process, for organizations that are interested in adopting Lean Six Sigma.

Define
As soon as corporate leadership indicates that the organization will adopt Six Sigma, it is imperative that all senior leaders become familiar with Six Sigma concepts and what being a Six Sigma organization actually means. Strong and visible support from the top is critical to the success of the program and continued organizational change.

Senior management must go through a leadership training course that outlines the basics of the DMAIC process, Lean Six Sigma management and other types of training available, such as Design for Six Sigma (DFSS). This training should include specific examples of success, typical timetables for deployment and a set of measurable goals. Lean Six Sigma Champions need to be identified, trained and given clear expectations about how they will contribute to the deployment. Financial representatives also need to undergo this training as they will be required to validate actual and projected financial benefits from the very early stages of the roll-out.

Measure
In order to gauge the impacts of processes on an organization’s productivity, progress must be measured as the program is rolled out. The key performance indicators (KPIs) for the program should, at minimum, include the following elements:

The number of Black Belts (BB) and Green Belts (GB) who need to be trained, as well as experts in Lean and DFSS
Dollar-target benefits
These elements also need to be tied in with individual (performance) goals to ensure success.

Training to the next level – All leaders (middle management and above) need to take awareness training for Lean Six Sigma, which takes approximately fours hours and includes basic Six Sigma and Lean principles. This training is essential to ensure that team members understand the key concepts and view Lean Six Sigma as a resource that can help them achieve their objectives, rather than being an outside interference.

As the organization’s leaders go through their leadership or awareness training, a targeted number of Belt trainees should be determined for the first year. A typical approach would be to have a “first wave” of Green Belt training in the organization. As the trained Green Belts return to work in their own roles, it is often beneficial for them to take on a Green Belt project that is closely aligned with their job objectives.

In the beginning, at least, the best-performing employees should be selected for the Green Belt program to ensure a higher probability of success. Line managers also need to be involved in the selection process to ensure their continued support. Success in these early stages can go a long way toward demonstrating the benefits of Lean Six Sigma to the entire organization and encouraging buy-in. Champions and senior management must give the program high visibility to ensure that the employees understand Six Sigma as the normal “way of business.”

Project Selection – When DMAIC is first rolled out in an organization, there are normally discussions about what is and what isn’t a Lean Six Sigma project. During this time, leaders should remember the whole point of the process: To improve organizational performance through use of the Lean Six Sigma tools, not the other way around.

A key point in the identification of worthy projects is the use of data to demonstrate that there is an opportunity and that the perceived benefits are not based on hearsay or “gut feelings.” It cannot be emphasised enough that a substantial investment in the early stages of project definition must be made to ensure success. Most project failures are due to poorly defined projects that could have been avoided if adequate preparatory work had been conducted.

In the beginning of project selection, the Champion must also be proactive in team-member identification, as well as the removal of any barriers that may prevent team formation. Typically the core team should consist of three to six members, who should include, at minimum, a process owner, a subject matter expert and a process operator. Someone working close to the process must also be included in the team, as that person will likely have a deeper understanding of the day to day operation and ensure operator buy-in.

Extended team members should include a financial representative, who does not need to attend all the meetings but who should have a full understanding of all project developments. The Champion should be present for the first team meeting, when the project scope is reviewed and agreed upon by all team members. In all matters, the VOC, whether it is internal or external, must be the driving force for any project definition.

Analyze
Typically, a Six Sigma DMAIC project may take between three and five months to complete, but this can vary enormously depending upon the urgency and the project scope. A Kaizen event, for example, may take only three to five days, while a more complex project could take up to a year. A basic rule, often overlooked, is that clear agendas must be sent out by Belts or project leaders well in advance of the meetings in order to aid preparation. Minutes with clear action owners and timescales also must be distributed as soon as possible after each meeting.

Once the initial wave of Green Belts has started their projects, a Champion review process should be put in place. Typically this should happen once per month, where all the GBs come together with the Champion to review the scope, financial benefits, barriers and progress with specific actions. This will ensure that progress can be measured and demonstrated according to the key deliverables in the DMAIC process. Occasionally, business conditions can change, and the Champion should not be shy to pull the plug on a particular project if it is clear that no financial benefits will be gained, or if a greater opportunity for improvement is found elsewhere.

Depending on how the organization wants to develop its Lean Six Sigma program, business leaders may want to consider which, if any, of the GB candidates could become Black Belt candidates. BBs will gain more in-depth Lean Six Sigma training and will work 100 percent on the program’s roll-out by leading more complex projects than the GBs; typically, BB projects are worth more than $100,000 in savings for the organization. BBs can also mentor other Belts and help Champions and business leaders identify future projects.

As the Belts start to become more familiar with Lean Six Sigma during their projects, it will become easier for them to understand how the tools can be better employed and to identify ways in which business performance can be improved.

At this point, a fixed, robust project identification process should be in place. This should entail a meeting that normally takes place on a monthly basis and is chaired by a BB. The attendees should consist of process owners, business leaders (where possible) and operators from all areas of the business. Depending on the complexity of the organization, this may be broken down by division or business area. The meeting attendees also should change from time to time to freshen up the flow of new ideas.

The Champions, process owners and business leaders should each have specific targets for the number of ideas to be generated, according to business function or division. This type of meeting would normally take the form a brainstorming exercise, where the team (using a fishbone diagram) would identify potential improvement areas.

The group would then prioritize these ideas and assign specific actions during the meeting. These actions would normally entail data collection, where an individual would have the task of locating the correct data in order to validate or reject a perceived opportunity. As the meetings progress and become part of the culture, there should be a pipeline of ideas being worked on at any given time. The end result should be a “bucket of opportunities” that the business leaders can select from, according to the business needs. These would then be resourced accordingly.

Improve
All Belts must go through a certification process after satisfying certain clearly defined criteria (i.e., achieving a certain amount of savings, demonstrating usage of certain tools or presenting project benefits to the business leaders). At this stage, the business will start to see the benefits of the initial Six Sigma projects.

The certification process and the project successes need to be highly visible in the organization so that all associates can see that Lean Six Sigma is the way the company will be approaching business in the future. Part of this visibility can be achieved by an appropriate celebration and recognition of project successes by senior management.

Once this level is reached, the Lean Six Sigma training program needs to be spread throughout the organization. Management should consider enlisting all associates for awareness training. The high-profile successes will also generate a greater interest from other associates in attending training sessions.

Control
As the company continues to move toward becoming a full-fledged Six Sigma operation, the following events must be fixed in the organization’s monthly calendar:

Monthly project review meetings – Attendees: Belts, Champions and business leaders.
Project identification meetings – Attendees: Process owners, Champions, process operators and Belts.
Validation of savings – Belts need to have savings validated by the finance rep.
The KPIs for this process need to be clear to all associates in the organization. These should include the following and should be part of the senior management review process:

Lean Six Sigma training plan versus target, continuously updated according to business needs
Certification plan versus target
Number of Belts with assigned projects (resource utilization)
Savings versus target, including a required monthly financial report.
Number of prioritized ready-to-assign projects versus target
Final Steps
When all of the above processes are in place, the organization will be well on the road to becoming a Lean Six Sigma company, where Six Sigma tools are utilized for everyday activities at every level.

The above requires a huge effort from senior management, at least in the early stages. There is a need to have a high level of discipline within the organization to ensure that the above meetings take place with the expectation that those assigned actions will deliver in a timely manner.

Initially, some resistors could perceive Lean Six Sigma as additional and unnecessary work. But as projects progress, with the required level of support, employees will see that the process simply helps them perform their roles in a far more effective manner, giving them greater potential for personal development and ensuring that their organization remains competitive.

About the Author: Stephen Cassie, a chartered chemical engineer, joined Hexion Specialty Chemicals in 2001 as a site manager. While in this role, he trained as a Six Sigma Green Belt before moving on to become a Black Belt in 2004. In 2007 he moved into a Master Black Belt role, where he trains and mentors Green/Black Belt projects across Europe and Southeast Asia. He can be reached at stephen.cassie@hexion.com .

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如何成为一个精益六西格玛组织

推行精益六西格玛的最好方式之一就是把待改进的过程按照六西格玛流程来管理。在常用的DMAIC五步法流程中所确立的某些基本指导方针可以帮助准备导入精益六西格玛的组织。
请看史蒂芬•卡西的论述：
在经济困难时期，越来越多的资深工商业领袖试图通过导入精益六西格玛来提高其业绩。首先这些组织必需理解DMAIC（指界定Define、 测量Measure、分析Analyze、改进 Improve 、控制 Control）流程的基本要素，才有可能从持续改进中获得收益。
推行精益六西格玛的最好方式之一就是把待改进的过程按照六西格玛流程来管理。接下来就阐述一下在DMAIC五步法流程中所确立的那些基本指导方针。
界定阶段
领导层一但表示该组织及将导入六西格玛，那么所有的高层领导就有必要熟知六西格玛的概念以及成为一个六西格玛组织意味着什么。高层领导的大力支持对组织成攻导入六西格玛至关重要。
高层管理者必须完成针对于领导层的课程培训，它概述了DMAIC流程基本要素、精益六西格玛管理以及其它诸如六西格玛设计（DFSS）等内容。这种培训应该包括详细的成功案例，典型计划表的展开以及一类可度量的指标。需要挑选出精益六西格玛的倡导者，并对其进行培训，使他们明确该怎样做才会促成六西格玛项目在组织中的推行。财务代表也需要接受这种培训，因为从一开始就要求他们确认可实际预期的财务效益。
测量阶段
为了衡量所进行的过程对组织生产率的影响有多大，当项目开始之时就要对进展情况进行测量。项目的关键绩效指标（KPIs）最少应包含下列要素：
受过培训的黑带（BB）与绿带(GB)以及精益与DFSS专家的数量
以美元为指标的收益
这些要素也必须与个人的绩效指标紧密联系起来以确保项目的成功。
下一个级别的培训是针对于所有中层以上领导者进行的精益六西格玛共识培训，这大概需要四个小时的时间，包括基本的六西格玛和精益准则。通过这个必要的培训确保团队成员理解精益六西格玛的关键概念，并把其视为可以帮助他们实现目标的一种资源，而不是外来的工作障碍。
一旦组织的领导者们完成了领导层培训或者是共识培训，就要在导入精益六西格玛的第一年确定受训的带子数量。常用的方式是先培训一批绿带。当他们回到正常的工作中时，对其开展与本职工作紧密结合的绿带项目有相当大的益处。
起初应挑选最优秀的员工进行绿带项目以确保有较高的成功概率。同时也要精心挑选生产线管理人员以保证对绿带的持续支持。在早期阶段的成功足以论证精益六西格玛给整个组织带来的益处，这会吸引更多的人员参与进来。精益六西格玛的倡导者们和高层管理者必须使项目的开展高度透明，这会使员工们把六西格玛的导入看作是正常的企业行为。
项目的选择-当DMAIC流程首先在组织中开展时，自然会讨论哪些是精益六西格玛而哪些不是。在这个时候，领导者们要牢记这个流程的基本要点:组织使用精益六西格玛工具是为了改善业绩而不是其它。
识别优秀项目的关键在于过程中所使用的数据验证了改进机会的存在和显见的益处（这些益处不是基于道听途说或者一时的冲动）在早期的项目界定阶段,为了保证成功必须要充分强调精力的大量投入。大多数的项目夭折都是由于忽略了项目界定，只要做足够的准备工作，这是可以避免的。
在项目选择的初期，倡导者也必须积极参与团队成员的挑选以及消除影响团队形成的任何障碍。通常核心团队由3-6人组成，至少应包括一名主管，一名主旨专家和一名执行者。从事与该项目相关工作的人员也必须纳入到团队中，并且也要对项目有很深的理解。
财务代表应该扩入团队中，他不用参加所有的团队会议，但应充分了解所有项目的进展情况。当重新考虑项目范围并需要全体成员同意时，倡导者每一次都应该参加。对于任何项目的界定，无论是内部还是外部的“客户声音”都一定是驱动力。
分析阶段
通常来讲，一个六西格玛DMAIC方案需要3到5个月可以完成，但这要视方案的范围和紧急程度而定。例如一项改善可能仅需要3到5天，而更复杂的方案可能需要一年。为了准备充分，在团队会议召开前，黑带/绿带们或项目领导者尽早分发条理清晰的议事日程，这项基本准则不要被忽略。在每次的会议之后也一定要形成有明确任务主管和进度表的会议记录。
一但第一批绿带开始了他们的项目，倡导者就应该实施流程检查。通常每月一次，倡导者与所有绿带聚在一起共同检查项目范围、财务效益、工作障碍和详细的进展情况。这会确保通过DMAIC流程中已交付的成果来测量并验证取得的进展。如果项目没有明显的财务效益或者在别的方面发现了更大的改进机会，倡导者就要敢于放弃这个项目。
企业领导者也许应该考虑绿带备选者中谁会成为黑带备选者，这当然取决于企业想要如何发展她的精益六西格玛。和绿带相比，黑带要接受更全面的精益六西格玛培训，在领导更复杂的项目中投入100%的精力去工作。通常黑带项目能为组织创造十万美元以上的价值。黑带也能为其他带子们提供指导并帮助倡导者和企业领导者识别未来项目。
在带子们进行项目期间，随着对精益六西格玛越来越熟悉，他们更容易理解如何更好的利用工具，也更容易识别改善业绩的方法。
此时，应该确定一个固定的、健全的项目识别流程。基于此，每个月需要召开一次由黑带主持的例行会议。参加者应包括过程主管、企业领导者（有可能的话）和各方面的执行者。当然视组织的复杂程度，这或许由一个业务部门完成。会议参加者也应该时不时的换一下，以使新的想法不断涌现。
倡导者、过程主管和企业领导者对于改善想法的数量应该有明确的目标，要根据部门职责而定。这类会议通常采用头脑风暴法，通过使用鱼骨图来识别潜在的改善领域。
在会议中团队及时把这些想法排好次序并分派明确的任务。这些任务通常需要收集数据，每个人都要找出正确的数据以验证是否是改善的机会。当团队会议已发展成为基于数据与事实文化的一部分时，在任何给定的时间都会形成可以考虑的想法。企业领导者们可以根据企业需要从这“一水桶机会”中进行挑选。
改善阶段
在对某些明确的界定内容满意之后，所有的带子们必须通过一个证明的过程（如：获得一定数量的节约资金、验证了某些工具的有效性或者正参与的项目对企业领导者有益）。在这个阶段，企业将看到六西格玛项目初期的好处。
在组织中，带子们的证明过程和项目的成功都需要相当高的透明度，以使所有的同事们能看到精益六西格玛是公司未来处理业务的一种方式。通过举办适当的庆祝会并由高层管理者对项目成功的奖励认可来获得高透明性。
一但达到这种水平，精益六西格玛的培训活动就要在整个组织展开。管理者应考虑对所有员工进行意识培训。高透明的成功项目对培训期间的员工们也将产生相当大的兴趣。
控制阶段
当公司向着成熟的六西格玛组织迈进时，在每月的日程表上必须把下面的事情固定下来：
每月的项目检查会 –参加者：带子们、倡导者和企业领导者
项目识别会–参加者：过程主管、倡导者、过程执行者和带子们
节约资金的证实–需要由财务代表证实带子们节约的资金
对于组织中的所有同事，项目的KPI（关键绩效指标）应该是清晰的。包括如下各项（这些也是高层管理者重新考虑业务过程的一部分）：
精益六西格玛培训计划是否有目标针对性并能根据企业需要持续更新
证明计划有目标针对性
被指派项目的带子数量（资源利用性）
针对于目标的资金节约，包括必需的每月财务报告
针对于目标的排好序的准备指派的项目数量
最后一步
当所有如上的流程有条不稳的进行后，就说明组织已平稳的走在了精益六西格玛的道路上，在公司每一层次的日常活动中六西格玛工具已被有效的利用。
以上需要高层管理者的巨大努力（至少在早期阶段）。在组织内需要有高水平的培训以保证以上会议如期举行，那些指派的任务及时落实。
最初，一些抵制者们可能感到精益六西格玛是额外的多余的工作。但随着相应层次管理者的支持，项目取得进展后，员工们会看到这种流程只不过是帮助他们以相当有效的方式履行他们的职责。为他们提供了很广阔的个人发展平台并保证了他们赖以生存的组织的竞争力。
作者简介：史蒂芬•卡西，特许化学工程师，2001年加入HSC（化学六西格玛组织），任专职经理。在此期间，他被培训成绿带，2004年成为黑带。在2007年，他成为黑带大师，培训并指导欧洲和东南亚绿带/黑带项目。可通过stephen.cassie@hexion.com与他联系。


参考：

> 怎样成为一个精益6西格玛的组织？

开展精益6西格玛的最好方法之一就是把这个过程本身来当做6西格玛来做。在一般的5阶段-DMAIC流程中，一些基本的方法指南可以帮助那些乐于采用精益6西格玛的组织。

---斯蒂芬卡西

在困难的经济环境下，越来越多的高级主管正在探索采用精益6西格玛来提高其生产业绩。，在这些组织能够从持续的流程改善中获得收益之前，他们首先必须理解这个流程的基本要素，我们称之为DMAIC（即定义，量测，分析，改进，控制）。

开展精益6西格玛的最好方法之一就是把这个过程本身来当做6西格玛来做。以下的安排在一般的5个阶段-DMAIC流程中一些基本的指南，可以帮助那些乐于采用精益6西格玛的组织。

定义

公司领导一表明组织将采取六西格码 ，高阶的领导就非常迫切的需要开始熟悉6西格玛的理念和成为一个6西格玛组织真正的意义。公司高层强有力的支持是这个项目取得成功和组织持续改善的关键。

高阶的领导必须通过领导力的培训课程，这些课程概述了基本的DMAIC流程，精益6西格玛管理和其它类型的培训，例如6西格玛的设计。这些培训必须包括成功的案例，典型的时间管理 和一系列的可测量的目标。精益6西格玛盟主需要经过挑选，培训并详细告知如何担任好该职。财务代表也需要去接受这些培训，因为从项目最初始展开的阶段，他们就需要去评估实际的和预期的财务收益。

量测

为了去估计过程程对一个组织的生产力的影响，当一个项目开始展开的时候，过程必须被评估。对于这个项目的关键绩效指标最少必须包括以下要素：

需要被培训的绿带和黑带的人数和在精益和DFSS 中的专家人数。
财务目标收益
这些要素必须要和个人的目标联系起来去确保成功。

对下一个等级的培训-所有的中层和中层以上的领导必须去参加大约要花上4个小时的关于6西格玛的基础和精益的原理这样的意识培训。这种培训是非常重要的，因为它可以确保团队成员理解关键概念并把6西格玛当作可以帮助他们达成他们的目标来看待，而不是成为外界的一种阻力。

当组织的领导者经过领导力和意识培训过后，在第1年里必须确定接受培训的绿带和黑带的目标人数。一个典型的途径就是在组织内展开“第一阵浪潮”的绿带培训。当这些培训完的绿带重新回到他们自己工作的角色中去的时候，展开一个跟他们的工作目标密切相关的绿带项目对他们来说往往是非常有益的。

在初始的时候，至少表现最好的员工应该被选择参与到绿带项目中来，以此来保证一个高的成功概率。产线经理在选择流程的时候也需要参与进来，以此来确保他们持续的支持。向整个组织展示精益6西格玛带来的收益和鼓励更多的人参与进来有很长的一段路要走。盟主和高管必须给这个项目高度的展示去保证员工理解6西格玛是正常的商业之路

项目选择-当DMAIC在一个组织内开始展开的时候，通常有关于是不是精益6西格玛项目的讨论。在这期间，领导者必须记得过程的所有要点：通过使用精益6西格玛工具而不是别的方式去提升组织的绩效。

辨别一个有价值的项目的关键点就是用数据去展示是有机会和预期的收益不是建立在道听途说和臆断的基础上的。不能过分的强调在项目定义初期的大量投资一定会取得成功。大多数的项目失败归结于项目定义的不好，其实如果我们实施准备工作的话，这一点是可以避免的。

项目选择初期，盟主必须主动的确认团队成员，和排除所有的可能阻碍团队形成的障碍。一般来说核心团队由3-6位成员组成。这些成员至少应包括过程的所有者，项目专家和过程作业人员。一些工作非常靠近过程的人员也需要参与到团队中来，因为这样的人在日复一日的操作中将会深入的思考，确保作业人员可以进入到团队中来。

扩展的团队人员应该包括一个财务代表，他不需要参加所有的会议但是对所有的项目发展必须要有完全的了解。当界定的项目范围得到所有团队成员的认同的时候 盟主必须出席团队的第一次会议。不管内部的还是外部的顾客的声音对于项目的定义必须是一种动力

分析
一般来说，一个六西格玛DMAIC项目可能需要3-5个月来完成，但是这个在绝大程度上取决于项目的紧急性和项目范畴。举个例子来说，比如一个持续的项目，可能只需要3-5天，但是一个更复杂点的项目可能会需要一年来完成。一个往往被忽视的基本原则就是，绿带黑带或者项目负责人必须在开会讨论之前就将一个清晰的议程告知下属，以便于操作。在每次会议之后必须尽快跟具体的执行者花几分钟的时间会谈并下达时间表。

一旦绿带开始了他们的项目，盟主就应准备好评估程序。一般来说应该有一个月一次的例会，盟主将所有的绿带都召集起来回顾项目范畴，财务收益，存在的障碍，并商量得出实质性的措施。这样可确保整个流程根据DMAIC程序中的基本因素得到展示和评估。

根据每个组织如何发展它的精益6西格玛项目，企业主可以考虑到绿带候选者中的任何一人是否可以升级变成黑带候选人，黑带将会得到更深层次的精益6西格玛培训，并且会对项目的展开付诸100%的精力，因为他们可以带领比绿带们复杂得多的项目。一般来说，黑带项目会为组织节省出超过10万美金的成本。黑带们也可以指导其他的黑带或绿带，辅佐盟主，帮助企业主挖掘出将来的潜在项目。

随着项目的进行，绿带和黑带会对精益6西格玛越来越熟悉，他们也将更容易掌握如何更好的使用工具，并总结出各种方法来改进企业绩效。

在这一点上，一个固定的可靠的项目鉴定程序应到位。这就需要一月一次的例行会议，一般由一个黑带主持。参会者应该是项目主，企业主（有可能的话）以及该商业项目各方面的执行者。由组织的复杂程度来决定的，也可能会有商业领域分工的不同而不同。与会成员也需经常更换以保证各种思想的流通和更新。

盟主们，过程所有者，和企业领导们必须根据商业功能或者分工，各自持有一个产生的新思想的具体数目目标。这种形式的会议一般是脑力风暴的锻炼，在会议上整个团队将会（用鱼骨图）挖掘出潜在的改进领域。

与会者将会在会议中优先利用这些创意，部署具体的操作措施。这些措施一般会涉及数据采集，就需要其中一人定位出正确的数据，以验证或否决事先假定的机会。随着鉴定的过程变成了一种文化，随时都应该有一连串受分析的思想。最终的结果应该是企业领导者可以根据企业需求，从中选择的“机会之桶”。这些机会到时也便成了一种资源。

改善

所有黑带，绿带必须在满足特定的标准后通过一个资格认证程序。 (即，达到一定数量的节约，展示某些工具的用法或对企业领导提出项目带来收益)。 在这个阶段，企业将开始看到最初的6西格玛项目的收益。

认证的过程和项目的成功在组织内需要被高度的展示以使得所有同仁可以看到在将来精益6西格玛是公司接洽生意的一种途径。一部分的可见性可以通过适当庆祝活动或者高管对项目成功的认可来达到。

一旦到达这个水平，精益六西格码训练计划需要在组织中传播。 管理者应该考虑征募悟性训练的所有同事。 成功的光环也将引起从其他同事的更大的兴趣来出席培训会议。

控制

当公司继续朝着成为一个成熟的6西格玛的操作前进的时候，在该组织每月的日程中，以下事情必须被固定下来。

每月的项目评审例会---参加者：绿带和黑带，盟主和商务领导。
项目确认会议---参加者：过程所有者，盟主，过程作业员和绿带，黑带。

节约的确认----绿带和黑带需要有经过财务确认的节约
组织的所有同事应该对这个过程的关键绩效指标很清楚。 这些应该包括以下方面，并且应该是高管回顾过程的一部分 ：

精益西格玛培训计划Vs. 目标
根据企业要求进行持续不断的更新
认证计划Vs.目标
部署项目（资源利用）的绿带和黑带的人数
节约Vs.目标，包括要求的每月的财务报告
备部署的优先发展项目Vs. 目标

最终步骤

当上述所有程序到位后，公司将已踏上了一条成为精益六西格玛的公司之路，在这里，六西格玛工具每天都会在每一个活动中得到利用。

上述程序需要高管人员的倾力协作，至少是在最初阶段。组织内部需要有高水平的纪律性，保证以上所有的回忆能如期举行，以便那些部署行动能够及时下达。

最初，一些抵制者可能会认为六西格玛是额外不必要的工作。但是，随着项目的进行，支持力的需求，企业员工们会发现六西格玛程序会帮助他们更高效的的完成他们的职责，赋予他们个人发展的更大潜力，确保他们的团队保持应有的竞争力。

作者简介：斯蒂芬卡西，特许化学工程师，于2001年加入网站管理员瀚森专用化学品。而在此期间，他培养出了六西格玛绿带，在2004年成为了一名黑带。 2007年，他成为了一名黑带大师，他在在欧洲和东南亚地区训练，指导了绿/黑带项目