【校稿】第四十篇 The Champion's Role In Successful Six Sigma Deployments
本帖最后由 小编H 于 2011-10-12 16:09 编辑
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The Champion's Role InSuccessful Six Sigma Deployments倡导者在成功的6sigma部署中的角色
Champions have a much larger role indeploying Six Sigma or any other initiative than just removing roadblocks.Champions must be integrated into the business, select projects accurately,adjust the speed of the deployment as necessary, and take responsibility forimplementation.
倡导者在6sigma部署和其他活动中的角色远远不止于清除障碍。倡导者必须融合进公司的商务经营中，准确地选择项目，在必要时调整项目部署的速度，并负责实施。
For a Six Sigma deployment to produce theexpected results, organizational roles and responsibilities must be clearlydefined and aligned. If Executives and Champions are trained and Black Beltsand Green Belts aren't, the probability of success decreases to virtuallynothing. The reverse is true as well. None of these situations will produce thetype of results that will occur when Six Sigma practitioners are placed in thecorrect support environment.
为了6sigma部署能取得预期的结果，组织的角色和责任必须清晰的定义和整合。如果执行官和倡导者接受了培训而黑带和绿带没有接受培训，成功的可能性就会降低为零，反之亦然。这些情况都不可能产生那种当6sigma的实践者得到正确的支持时才能得到的效果。
The Six Sigma Support Structure
6sigma支持架构
The core structure at an operational levelis Black Belts supported by Master Black Belts. The Black Belts are trained inthe basic problem-solving strategy and methodology. When Black Belts havedemonstrated a proclivity for solving difficult projects, are self-starters,are self-reliant to a reasonable extent and put in the time commensurate withthe task, they are considered for additional training as Master Black Belts.There is no universally accepted standard for the Master Black Belt curriculum.Additional training is intended to broaden, not necessarily raise the level of,the tool sets that are at the disposal of Master Black Belts. The strategy isto provide Master Black Belts with a wider array of skill sets so they canassist in projects that may become stalled.
操作层面的核心架构是黑带大师支持下的黑带。黑带接受了基本的问题解决策略和方法的培训。当黑带展示了解决困难项目的倾向，能够自我激励和独立到了合理的程度并且对任务投入了相当的时间，他们就会被考虑去接受作为黑带大师的额外的培训。黑带大师的课程还没有广泛被接受的标准。额外的培训是用来拓展而不一定是提高黑带大师的工具箱的。策略是给黑带大师提供一个更广泛的技能组合，以便他们能在项目陷入停滞的时候提供帮助。
Six Sigma Green Belts are critical to theprocess because they are the key to creating a culture shift. If the shift isattempted by training huge numbers of Black Belts, Black Belts will spend mostof their time tripping over each other as they scramble to create the"number of projects" or "dollars saved" metrics imposed bymanagement to motivate them.
6sigma绿带对于流程来说是关键的，因为他们对产生文化的变迁至关重要。如果试图通过培训大量的黑带来完成这种变迁，黑带们会把他们大量的时间花在相互之间争先恐后创造“项目数量”和“节省的美元”这样一些管理者用来激励他们的尺度上。
A popular theory is that in a changeprocess, one-third is on the fence, one-third is holding back, and one-third isjumping at the new opportunity. These numbers will fluctuate based on thecompany culture. A conservative company culture will create more fence sittersand resistors. A dynamic company culture will increase the number of peoplejumping at the new opportunity. Before you can comprehend what the numberactually is, you must understand the company culture. Green Belts, in the longrun, are the ones who shift the culture.
一个流行理论说，在一个变革的过程中，1/3的人会抵触，1/3的人会观望，另外1/3的人会急于接受新的机会。这些数字会因公司文化的不同而波动。一个保守的公司文化会让更多的人抵触和观望。一个有活力的公司文化会增加寻求新机会的人的数量。在你理解这些数字究竟是多少之前，你必须理解公司的文化。绿带，从长期来说，是促成文化变迁的一群人。
The relationship between Master BlackBelts, Black Belts and Green Belts is well understood due to the intuitivenature of the titles. Getting just this much of the structure bolsters thesuccess model. So what is the rest of the structure?
黑带大师，黑带和绿带之间的关系按照他们的名字很容易直观的理解。达成这些结构能改善成功的模式。那么这个结构的剩余部分呢？
In most organizations they are referred toas Champions. If you ask people what a Champion does, they will quickly reply,"they remove roadblocks." Superficially, that is true. Championsshould remove roadblocks. Champions need to be in a position to defuse anyissues that may arise between a Black Belt and another person in theorganization, particularly if the issue is with someone with a higher formalposition in the company. The Champion should be the buffer that keeps a BlackBelt out of a head-to-head confrontation with Managers, Vice Presidents andDirectors in the company, allowing Black Belts the freedom to focus on theproblem, not engage in some inane territorial dispute. This is the mostfundamental function of the Champion.
在大部分组织里，他们被称为倡导者。 如果你问人们，倡导者是做什么的， 他们会很快的回答：他们清除障碍。简单的说，这是真的。倡导者应该清除障碍。倡导者需要站在一个能方便的处理黑带和组织内其他人之间的事务的位置，尤其是这个人如果在公司有更高的正式职位的时候。倡导者应该作为一个缓冲器，来避免黑带和公司的经理、副总裁和总监们直接的对抗，使得黑带能自由的集中精力来解决问题，而不是在一些没有意义的领域来争执。这是倡导者最基本的职能。
The Extended Six Sigma Champion
拓展的6sigma倡导者
One critical characteristic for successfulSix Sigma Champions is that they are some hybrid of Henry Kissinger and Xena,the Warrior Princess. It may actually be easier to find the mutant offspring ofthese two leaders than it is to find the complete Champion. Being the completeChampion requires more than diplomatic and warrior skill sets. Champions mustbe proficient in four other areas:
成功的6sigma倡导者的一个关键的特征是他们是Henry Kissinger和 Xena（战士公主）的结合体，事实上发现这两个领导者的变异的后代可能比发现一个完善的倡导者更容易。成为一个完善的倡导者需要的不仅仅是圆通的外交技能和勇敢的武士技能，倡导者还必须精通另外4个领域：
倡导者们应该知道他们所在的商务领域，至少要熟悉过程中所使用的技术。黑带是过程/项目主题的专家。倡导者必须时时注意避免侵扰过程并且提供解决方案。倡导者的主要角色之一是保证运营级别的项目和战略水平的商业目标整合在一起。项目评审不是作为管理黑带的工具来进行的，而是要保证项目按照计划顺利进展，项目产生符合组织需求的结果。识别其他的潜在的改进领域也能成为倡导者的一个机会。
Many companies have invoked the BalancedScore Card to assure this alignment. It is a good tool to apply metrics toChampions. It can be used as a measurement tool to quantify the performance ofChampions in this role.
很多公司使用平衡计分卡来保证这个整合。这是一个衡量倡导者的很好的工具。它能用来量化倡导者在这个角色的绩效。
由于种种原因，指定6sigma项目的基本任务仍然是个奥秘。这对一个接受直接汇报的经理来说是一个最基本的技能。当仔细的审视为一个项目选择一个匹配的黑带的过程的时候，倡导者却会被冻结在聚光灯下。你肯定会想是这样一个困难的任务还是他们的决定的公众属性让他们如此惶恐。我们见过黑带在汇报情况时，一些高层管理者评论说：谁选的这个项目？这就要回到戴明的第8项原则了：排除恐惧。这个看似无所谓的评论会给倡导者注入深深的恐惧。他们把项目选择当作潜在的危害职业生涯的机会而不是看成一个改进流程的机会。参加评审的管理者们应该得到他们的6sigma顾问或者有组织开发背景的人员的培训，来帮助他们在对报告进行辩论表决时如何跟相关人员互动。
Again, alignment is the key. If theorganization truly understands and practices alignment, project selectionbecomes less of a threat. Furthermore, if the alignment is augmented withprocess data it is an even easier task. The threatening question is defused tobecome a discussion of the alignment methods or the data that was used. Thepersonal implications become a non-issue.
重申，整合是关键。如果组织真的理解并实践了整合，项目选择就变得没那危险。并且，如果整合能有过程数据的支持，任务就变得更容易了。这个危险的问题被化解成对整合方式或所用数据的讨论。不再有针对个人的问题。
At the onset of a Six Sigma deployment oneor more people are selected to generate a deployment plan. This seems to comefrom one of two sources: the Six Sigma provider or the internal sponsor. Thereis an inherent issue with allowing a Six Sigma provider to formulate the plan:cost. If your Six Sigma provider is most concerned with enhancing their ownfinancial position, you could be in trouble. If your Six Sigma provider is moreconcerned with creating a successful deployment and letting reputation providethe incremental business, you should be fine. In either situation it does notmake much sense to abdicate complete control of company resources to a person withlimited scope of your business operations.3
在6sigma项目部署的开始，一个或多个人被选择来产生一个部署计划。这看来有两个来源，6sigma顾问或者内部的发起者。让6sigma顾问来编制一个计划有一个固有的问题：成本。如果你的6sigma顾问最先考虑他们自己的财务状况，你就会遇到麻烦。如果你的6sigma顾问更关注于创造一个成功的部署来提高声誉，来促进业务增长，这样你也没什么问题。在这两种情况下，把公司资源的完全控制权给予一个对你的商务运作关联有限的人，都不是一个好主意。
One should also realize the risksassociated with choosing an internal sponsor. The resulting plan will be adirect function of the sponsor's level of Six Sigma knowledge. Manyorganizations have taken to hiring an Internal Master Black Belt to lead theorganizational charge. The risk here is the same as previously mentioned: ifthe total deployment experience is one deployment, they still have a limitedscope. It is the basic calculation for a confidence interval using attributedata and a sample size of one - it is better than zero but probably not asignificant difference. The optimum Six Sigma deployment plan is derived from acombination of an internal expert (Business, Six Sigma and Change) and the SixSigma provider.
人们也应该注意到选择一个内部发起者的风险。产生的计划与这个发起人的6sigma认知水平有直接的关系。很多组织选择任命一个黑带大师来领导组织的活动。这和前面提到的风险一样：如果只有一次部署经历，他们仍然只有有限的视野。这是最基本的使用1个样本来计算置信区间的例子——这聊胜于无，但这不是一个显著差别。最好的6sigma部署计划是从一个内部专家（商务、6sigma和变革）和外部顾问的组合中得出的。
Once a plan has been generated and sold atthe C-Level it is difficult to modify. Internal people will rarely adjust theplan. Very few deployments are initiated with metrics that quantify theprogram's results and lead to a decision to accelerate or slow the program.Slowing a Six Sigma initiative too much may cause it to die - no sense ofurgency will deprioritize any initiative regardless of which initiative it is.The real issue comes from a person or persons so committed to driving a planthat they see only completion as the success metric. Frequently these programsare quantified in terms of numbers of people trained. This will turn the focusfrom a results-driven program to a training program.
当一个计划产生了并提交C级别的管理层后，就比较难于修订了。内部人员很少会再来调整这个计划。非常少的部署在一开始就有一个量化项目结果的尺度，来决定是否需要加快或者降低项目的速度。过度的降低一个项目的速度会导致一个项目的死亡——没有紧迫感会让任何活动的优先级降低。真正的问题来自于一个或几个非常专注于驱动一个项目的人，他们认为只有一个完成的项目才是成功的。一些项目常常用接收培训的人数来量化。这会把关注的焦点从结果导向型项目转化成一个培训项目。
When a plan is constructed it should havegoals, specific targets that will increase customer success/satisfaction,competitive position, technology, etc. These should have metrics. Meeting ornot meeting metrics should be analyzed, and adjustments should be made to theprogram.
一个计划在构造时，应该有其目标、特定的目的来增加客户的成功/满意，竞争地位和技术等。这些都应该有衡量尺度，满足或者不满足这个尺度应该进行分析，必要时要进行调整。
We have labeled Black Belts as ChangeAgents. Change agents inherit the responsibility for implementing projects withidentified potential savings. In many cases the Black Belt project will becross-functional, and cutting across departmental lines can be hazardous watersto navigate, not to mention the complete lack of formal authority that theBlack Belt possesses in these situations. Green Belt projects may be less proneto this ailment, but it may affect them as well.
我们给黑带贴上了变革代理人的标签。变革代理人继承了实施识别出的有节约潜力的项目的责任。在很多情况下，黑带项目是跨职能的，打破部门的界限可能是非常危险的，更不用说黑带在这些情况下缺乏正式的权力。绿带项目少一些这样的难处，但是也有一定影响。
When a project is completed it should havea calculated potential savings. The finance department of the organization, notthe Six Sigma provider, should sign off on this number. The savings should notonly have a financial measurement but should also be time bounded. That numberrepresents a reduction in wasted resources for the organization. It is a metricthat the Champion should be held accountable for. If a project identifies a$50,000 savings over the next 12 months and it produces only $25,000 becausethe Champion took six months to get involved in the implementation, then themetric should reflect the lack of involvement. If the plan was executedperfectly and the financial projection was inaccurate, a metric should be inplace to reflect that inaccuracy. Just as with anything else, the metrics willdrive the performance. If you want accurate projections and timelyimplementations, you had better place a metric on them.
当一个项目结束的时候，它应该计算出了潜在的节约。组织的财务部门，而不是6sigma的实施者，应该来签署这个数字。这个节约不仅仅有财务度量，还应该有时间界限。这个数字代表了组织资源浪费的减少。这是一个倡导者应该负责的尺度。如果一个项目识别了在接下来的12个月内有$50000的节约，而实际上只节约了$25000，因为倡导者只参与实施了6个月，这时衡量的尺度应该反映这个没有参与的情况。如果一个计划得到了完美的执行，而财务预期不准确，应该有一个度量来反映这个不准确。像其他东西一样，这个度量会驱动绩效。如果你需要一个精确的估计和及时的实施，你最好有一个尺度来衡量。
One of the biggest questions associatedwith Six Sigma project savings is "are they real." A decision tocredit soft savings opens the door to exaggerations. The audit functions inplace in companies today should be of a wide enough scope to assure theaccuracy of these numbers whether they are from a Six Sigma deployment or anyother program that uses cost savings as a metric. The audit function does notnecessarily lie within the accounting or finance departments. The process ofcalculating savings may be well defined, documented and incorporated into sometype of Quality System (Business System) audit. Some of the larger companieshave internal auditors who have been given responsibility for the accuracy ofthese numbers as well.
跟6sigma项目相关的最大的问题之一是：这些是真的吗？一个纳入软节约的决定会导致夸大。当今公司里的审计职能应该有一个足够广大的范围，来保证这些用来衡量成本节约的数字的准确性，不管它是来自6sigma部署或者是其他项目。审计的职能不一定要在财务或者会计部门。计算节约的过程可以定义、形成文件并整合到一些形式的质量体系（商务体系）审核中。一些大的公司有内审员也负责这些数据的准确性。
Summary
概要
Champions have a much larger role indeploying Six Sigma or any other initiative than just removing roadblocks. Thejob requires more than just this single task. Champions must be integrated intothe business, select projects accurately, adjust the speed of the deployment asnecessary, and take responsibility for implementation.
倡导者在部署6sigma项目和其他一些活动中的角色远远不仅仅是清除障碍。这个工作需要的不止是这个简单的任务。倡导者必须结合商务运作，准确的选择项目，必要时调整项目部署的速度，负责项目的贯彻实施。
Unless metrics are placed on allresponsibilities of a Champion, the organization is placing the deployment atrisk. Failure to execute these tasks at even a minimal level can and doespropagate turnover of the people your organization spent valuable resourcestraining.
除非倡导者的所有职责都有衡量尺度，组织的6sigma部署就会很危险。哪怕在一个较低的层级执行的失败，就会增加你组织内那些受过培训的价值不菲的成员的流动率。
References
参考
1 Technology is used in its broadestgeneric sense. This is not technology exclusively as it applies to amanufacturing process. It can be the intricacies of an accounting system or howa sales forecast is constructed.
技术是最广泛意义上的，不仅仅局限于制造过程的应用。它可能是一个错综复杂的会计体系或者怎么来进行预测。
2 The Deming Management Method by MaryWalton, Pedigree Books, 1986, page 72.
戴明管理方法，作者MaryWalton，PedigreeBooks出版，1986年，72页。
3 The book Dangerous Company: ManagementConsultants and the Businesses They Save and Ruin by James O'Shea and CharlesMadigan provides many insights into the potential hazards of employing theservices of consultants.
危险的公司：管理顾问拯救和毁灭的企业，作者James O'Shea 和 Charles Madigan，在雇佣顾问服务方面提供了很多深刻的见解
你好，我是小编H。请对以下文章有翻译兴趣的组员留下你的预计完成时间，并发短信息联系小编H，以便小编登记翻译者信息以及文章最终完成时的奖惩工作。感谢支持翻译组！本篇文章由shijie0181提供 翻译者：liphking
The Champion's Role InSuccessful Six Sigma Deployments倡导者在成功的6sigma部署中的角色
Champions have a much larger role indeploying Six Sigma or any other initiative than just removing roadblocks.Champions must be integrated into the business, select projects accurately,adjust the speed of the deployment as necessary, and take responsibility forimplementation.
倡导者在6sigma部署和其他活动中的角色远远不止于清除障碍。倡导者必须融合进公司的商务经营中，准确地选择项目，在必要时调整项目部署的速度，并负责实施。
For a Six Sigma deployment to produce theexpected results, organizational roles and responsibilities must be clearlydefined and aligned. If Executives and Champions are trained and Black Beltsand Green Belts aren't, the probability of success decreases to virtuallynothing. The reverse is true as well. None of these situations will produce thetype of results that will occur when Six Sigma practitioners are placed in thecorrect support environment.
为了6sigma部署能取得预期的结果，组织的角色和责任必须清晰的定义和整合。如果执行官和倡导者接受了培训而黑带和绿带没有接受培训，成功的可能性就会降低为零，反之亦然。这些情况都不可能产生那种当6sigma的实践者得到正确的支持时才能得到的效果。
The Six Sigma Support Structure
6sigma支持架构
The core structure at an operational levelis Black Belts supported by Master Black Belts. The Black Belts are trained inthe basic problem-solving strategy and methodology. When Black Belts havedemonstrated a proclivity for solving difficult projects, are self-starters,are self-reliant to a reasonable extent and put in the time commensurate withthe task, they are considered for additional training as Master Black Belts.There is no universally accepted standard for the Master Black Belt curriculum.Additional training is intended to broaden, not necessarily raise the level of,the tool sets that are at the disposal of Master Black Belts. The strategy isto provide Master Black Belts with a wider array of skill sets so they canassist in projects that may become stalled.
操作层面的核心架构是黑带大师支持下的黑带。黑带接受了基本的问题解决策略和方法的培训。当黑带展示了解决困难项目的倾向，能够自我激励和独立到了合理的程度并且对任务投入了相当的时间，他们就会被考虑去接受作为黑带大师的额外的培训。黑带大师的课程还没有广泛被接受的标准。额外的培训是用来拓展而不一定是提高黑带大师的工具箱的。策略是给黑带大师提供一个更广泛的技能组合，以便他们能在项目陷入停滞的时候提供帮助。
Six Sigma Green Belts are critical to theprocess because they are the key to creating a culture shift. If the shift isattempted by training huge numbers of Black Belts, Black Belts will spend mostof their time tripping over each other as they scramble to create the"number of projects" or "dollars saved" metrics imposed bymanagement to motivate them.
6sigma绿带对于流程来说是关键的，因为他们对产生文化的变迁至关重要。如果试图通过培训大量的黑带来完成这种变迁，黑带们会把他们大量的时间花在相互之间争先恐后创造“项目数量”和“节省的美元”这样一些管理者用来激励他们的尺度上。
A popular theory is that in a changeprocess, one-third is on the fence, one-third is holding back, and one-third isjumping at the new opportunity. These numbers will fluctuate based on thecompany culture. A conservative company culture will create more fence sittersand resistors. A dynamic company culture will increase the number of peoplejumping at the new opportunity. Before you can comprehend what the numberactually is, you must understand the company culture. Green Belts, in the longrun, are the ones who shift the culture.
一个流行理论说，在一个变革的过程中，1/3的人会抵触，1/3的人会观望，另外1/3的人会急于接受新的机会。这些数字会因公司文化的不同而波动。一个保守的公司文化会让更多的人抵触和观望。一个有活力的公司文化会增加寻求新机会的人的数量。在你理解这些数字究竟是多少之前，你必须理解公司的文化。绿带，从长期来说，是促成文化变迁的一群人。
The relationship between Master BlackBelts, Black Belts and Green Belts is well understood due to the intuitivenature of the titles. Getting just this much of the structure bolsters thesuccess model. So what is the rest of the structure?
黑带大师，黑带和绿带之间的关系按照他们的名字很容易直观的理解。达成这些结构能改善成功的模式。那么这个结构的剩余部分呢？
In most organizations they are referred toas Champions. If you ask people what a Champion does, they will quickly reply,"they remove roadblocks." Superficially, that is true. Championsshould remove roadblocks. Champions need to be in a position to defuse anyissues that may arise between a Black Belt and another person in theorganization, particularly if the issue is with someone with a higher formalposition in the company. The Champion should be the buffer that keeps a BlackBelt out of a head-to-head confrontation with Managers, Vice Presidents andDirectors in the company, allowing Black Belts the freedom to focus on theproblem, not engage in some inane territorial dispute. This is the mostfundamental function of the Champion.
在大部分组织里，他们被称为倡导者。 如果你问人们，倡导者是做什么的， 他们会很快的回答：他们清除障碍。简单的说，这是真的。倡导者应该清除障碍。倡导者需要站在一个能方便的处理黑带和组织内其他人之间的事务的位置，尤其是这个人如果在公司有更高的正式职位的时候。倡导者应该作为一个缓冲器，来避免黑带和公司的经理、副总裁和总监们直接的对抗，使得黑带能自由的集中精力来解决问题，而不是在一些没有意义的领域来争执。这是倡导者最基本的职能。
The Extended Six Sigma Champion
拓展的6sigma倡导者
One critical characteristic for successfulSix Sigma Champions is that they are some hybrid of Henry Kissinger and Xena,the Warrior Princess. It may actually be easier to find the mutant offspring ofthese two leaders than it is to find the complete Champion. Being the completeChampion requires more than diplomatic and warrior skill sets. Champions mustbe proficient in four other areas:
成功的6sigma倡导者的一个关键的特征是他们是Henry Kissinger和 Xena（战士公主）的结合体，事实上发现这两个领导者的变异的后代可能比发现一个完善的倡导者更容易。成为一个完善的倡导者需要的不仅仅是圆通的外交技能和勇敢的武士技能，倡导者还必须精通另外4个领域：
- Business and operationsinterface 商务和运营的结合点
- Project selection 项目选择
- Pace mediation 步调协调
- Results implementation结果完成
- Business and OperationsInterface商务和运营的结合点
倡导者们应该知道他们所在的商务领域，至少要熟悉过程中所使用的技术。黑带是过程/项目主题的专家。倡导者必须时时注意避免侵扰过程并且提供解决方案。倡导者的主要角色之一是保证运营级别的项目和战略水平的商业目标整合在一起。项目评审不是作为管理黑带的工具来进行的，而是要保证项目按照计划顺利进展，项目产生符合组织需求的结果。识别其他的潜在的改进领域也能成为倡导者的一个机会。
Many companies have invoked the BalancedScore Card to assure this alignment. It is a good tool to apply metrics toChampions. It can be used as a measurement tool to quantify the performance ofChampions in this role.
很多公司使用平衡计分卡来保证这个整合。这是一个衡量倡导者的很好的工具。它能用来量化倡导者在这个角色的绩效。
- Six Sigma Project Selection6sigma项目选择
由于种种原因，指定6sigma项目的基本任务仍然是个奥秘。这对一个接受直接汇报的经理来说是一个最基本的技能。当仔细的审视为一个项目选择一个匹配的黑带的过程的时候，倡导者却会被冻结在聚光灯下。你肯定会想是这样一个困难的任务还是他们的决定的公众属性让他们如此惶恐。我们见过黑带在汇报情况时，一些高层管理者评论说：谁选的这个项目？这就要回到戴明的第8项原则了：排除恐惧。这个看似无所谓的评论会给倡导者注入深深的恐惧。他们把项目选择当作潜在的危害职业生涯的机会而不是看成一个改进流程的机会。参加评审的管理者们应该得到他们的6sigma顾问或者有组织开发背景的人员的培训，来帮助他们在对报告进行辩论表决时如何跟相关人员互动。
Again, alignment is the key. If theorganization truly understands and practices alignment, project selectionbecomes less of a threat. Furthermore, if the alignment is augmented withprocess data it is an even easier task. The threatening question is defused tobecome a discussion of the alignment methods or the data that was used. Thepersonal implications become a non-issue.
重申，整合是关键。如果组织真的理解并实践了整合，项目选择就变得没那危险。并且，如果整合能有过程数据的支持，任务就变得更容易了。这个危险的问题被化解成对整合方式或所用数据的讨论。不再有针对个人的问题。
- Pace Mediation
At the onset of a Six Sigma deployment oneor more people are selected to generate a deployment plan. This seems to comefrom one of two sources: the Six Sigma provider or the internal sponsor. Thereis an inherent issue with allowing a Six Sigma provider to formulate the plan:cost. If your Six Sigma provider is most concerned with enhancing their ownfinancial position, you could be in trouble. If your Six Sigma provider is moreconcerned with creating a successful deployment and letting reputation providethe incremental business, you should be fine. In either situation it does notmake much sense to abdicate complete control of company resources to a person withlimited scope of your business operations.3
在6sigma项目部署的开始，一个或多个人被选择来产生一个部署计划。这看来有两个来源，6sigma顾问或者内部的发起者。让6sigma顾问来编制一个计划有一个固有的问题：成本。如果你的6sigma顾问最先考虑他们自己的财务状况，你就会遇到麻烦。如果你的6sigma顾问更关注于创造一个成功的部署来提高声誉，来促进业务增长，这样你也没什么问题。在这两种情况下，把公司资源的完全控制权给予一个对你的商务运作关联有限的人，都不是一个好主意。
One should also realize the risksassociated with choosing an internal sponsor. The resulting plan will be adirect function of the sponsor's level of Six Sigma knowledge. Manyorganizations have taken to hiring an Internal Master Black Belt to lead theorganizational charge. The risk here is the same as previously mentioned: ifthe total deployment experience is one deployment, they still have a limitedscope. It is the basic calculation for a confidence interval using attributedata and a sample size of one - it is better than zero but probably not asignificant difference. The optimum Six Sigma deployment plan is derived from acombination of an internal expert (Business, Six Sigma and Change) and the SixSigma provider.
人们也应该注意到选择一个内部发起者的风险。产生的计划与这个发起人的6sigma认知水平有直接的关系。很多组织选择任命一个黑带大师来领导组织的活动。这和前面提到的风险一样：如果只有一次部署经历，他们仍然只有有限的视野。这是最基本的使用1个样本来计算置信区间的例子——这聊胜于无，但这不是一个显著差别。最好的6sigma部署计划是从一个内部专家（商务、6sigma和变革）和外部顾问的组合中得出的。
Once a plan has been generated and sold atthe C-Level it is difficult to modify. Internal people will rarely adjust theplan. Very few deployments are initiated with metrics that quantify theprogram's results and lead to a decision to accelerate or slow the program.Slowing a Six Sigma initiative too much may cause it to die - no sense ofurgency will deprioritize any initiative regardless of which initiative it is.The real issue comes from a person or persons so committed to driving a planthat they see only completion as the success metric. Frequently these programsare quantified in terms of numbers of people trained. This will turn the focusfrom a results-driven program to a training program.
当一个计划产生了并提交C级别的管理层后，就比较难于修订了。内部人员很少会再来调整这个计划。非常少的部署在一开始就有一个量化项目结果的尺度，来决定是否需要加快或者降低项目的速度。过度的降低一个项目的速度会导致一个项目的死亡——没有紧迫感会让任何活动的优先级降低。真正的问题来自于一个或几个非常专注于驱动一个项目的人，他们认为只有一个完成的项目才是成功的。一些项目常常用接收培训的人数来量化。这会把关注的焦点从结果导向型项目转化成一个培训项目。
When a plan is constructed it should havegoals, specific targets that will increase customer success/satisfaction,competitive position, technology, etc. These should have metrics. Meeting ornot meeting metrics should be analyzed, and adjustments should be made to theprogram.
一个计划在构造时，应该有其目标、特定的目的来增加客户的成功/满意，竞争地位和技术等。这些都应该有衡量尺度，满足或者不满足这个尺度应该进行分析，必要时要进行调整。
- Results Implementation
We have labeled Black Belts as ChangeAgents. Change agents inherit the responsibility for implementing projects withidentified potential savings. In many cases the Black Belt project will becross-functional, and cutting across departmental lines can be hazardous watersto navigate, not to mention the complete lack of formal authority that theBlack Belt possesses in these situations. Green Belt projects may be less proneto this ailment, but it may affect them as well.
我们给黑带贴上了变革代理人的标签。变革代理人继承了实施识别出的有节约潜力的项目的责任。在很多情况下，黑带项目是跨职能的，打破部门的界限可能是非常危险的，更不用说黑带在这些情况下缺乏正式的权力。绿带项目少一些这样的难处，但是也有一定影响。
When a project is completed it should havea calculated potential savings. The finance department of the organization, notthe Six Sigma provider, should sign off on this number. The savings should notonly have a financial measurement but should also be time bounded. That numberrepresents a reduction in wasted resources for the organization. It is a metricthat the Champion should be held accountable for. If a project identifies a$50,000 savings over the next 12 months and it produces only $25,000 becausethe Champion took six months to get involved in the implementation, then themetric should reflect the lack of involvement. If the plan was executedperfectly and the financial projection was inaccurate, a metric should be inplace to reflect that inaccuracy. Just as with anything else, the metrics willdrive the performance. If you want accurate projections and timelyimplementations, you had better place a metric on them.
当一个项目结束的时候，它应该计算出了潜在的节约。组织的财务部门，而不是6sigma的实施者，应该来签署这个数字。这个节约不仅仅有财务度量，还应该有时间界限。这个数字代表了组织资源浪费的减少。这是一个倡导者应该负责的尺度。如果一个项目识别了在接下来的12个月内有$50000的节约，而实际上只节约了$25000，因为倡导者只参与实施了6个月，这时衡量的尺度应该反映这个没有参与的情况。如果一个计划得到了完美的执行，而财务预期不准确，应该有一个度量来反映这个不准确。像其他东西一样，这个度量会驱动绩效。如果你需要一个精确的估计和及时的实施，你最好有一个尺度来衡量。
One of the biggest questions associatedwith Six Sigma project savings is "are they real." A decision tocredit soft savings opens the door to exaggerations. The audit functions inplace in companies today should be of a wide enough scope to assure theaccuracy of these numbers whether they are from a Six Sigma deployment or anyother program that uses cost savings as a metric. The audit function does notnecessarily lie within the accounting or finance departments. The process ofcalculating savings may be well defined, documented and incorporated into sometype of Quality System (Business System) audit. Some of the larger companieshave internal auditors who have been given responsibility for the accuracy ofthese numbers as well.
跟6sigma项目相关的最大的问题之一是：这些是真的吗？一个纳入软节约的决定会导致夸大。当今公司里的审计职能应该有一个足够广大的范围，来保证这些用来衡量成本节约的数字的准确性，不管它是来自6sigma部署或者是其他项目。审计的职能不一定要在财务或者会计部门。计算节约的过程可以定义、形成文件并整合到一些形式的质量体系（商务体系）审核中。一些大的公司有内审员也负责这些数据的准确性。
Summary
概要
Champions have a much larger role indeploying Six Sigma or any other initiative than just removing roadblocks. Thejob requires more than just this single task. Champions must be integrated intothe business, select projects accurately, adjust the speed of the deployment asnecessary, and take responsibility for implementation.
倡导者在部署6sigma项目和其他一些活动中的角色远远不仅仅是清除障碍。这个工作需要的不止是这个简单的任务。倡导者必须结合商务运作，准确的选择项目，必要时调整项目部署的速度，负责项目的贯彻实施。
Unless metrics are placed on allresponsibilities of a Champion, the organization is placing the deployment atrisk. Failure to execute these tasks at even a minimal level can and doespropagate turnover of the people your organization spent valuable resourcestraining.
除非倡导者的所有职责都有衡量尺度，组织的6sigma部署就会很危险。哪怕在一个较低的层级执行的失败，就会增加你组织内那些受过培训的价值不菲的成员的流动率。
References
参考
1 Technology is used in its broadestgeneric sense. This is not technology exclusively as it applies to amanufacturing process. It can be the intricacies of an accounting system or howa sales forecast is constructed.
技术是最广泛意义上的，不仅仅局限于制造过程的应用。它可能是一个错综复杂的会计体系或者怎么来进行预测。
2 The Deming Management Method by MaryWalton, Pedigree Books, 1986, page 72.
戴明管理方法，作者MaryWalton，PedigreeBooks出版，1986年，72页。
3 The book Dangerous Company: ManagementConsultants and the Businesses They Save and Ruin by James O'Shea and CharlesMadigan provides many insights into the potential hazards of employing theservices of consultants.
危险的公司：管理顾问拯救和毁灭的企业，作者James O'Shea 和 Charles Madigan，在雇佣顾问服务方面提供了很多深刻的见解
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