role in communication and reward.ö In other words, the companyÆs executives have to champion six sigma and be actively involved in the process. Clear prioritization, factual support for decision-making, creation of expectations and accountabilities for the organization, and conducting/attending regular progress reviews are all part of the executiveÆs responsibilities to ensure winning six sigma implementation. (Hayes).
A critical success factor in six sigma is communications. Although it is tempting to believe that just using the six sigma criteria will be enough to effect the necessary changes, this is not the case. Where six sigma is successful, it succeeds in part because of a saturation campaign where everyone in the company is informed about six sigma, there are regular written communications on six sigma and its successes, Human Resources has a plan for supporting it, there is a common language based on it, and pertinent facts about it are communicated at every company meeting (Hayes).
Within the six sigma hierarchy are experts in the methodology/philosophy who provide leadership and direction to those underneath. These are referred to as green belts, black belts, master black belts, and champions. The green belts are the lowest category, signifying team members with part-time responsibility focused on no more than two projects, and working under the direction of a black belt. The next level, black belts, are responsible full-time for no more than three projects and work under the direction of a master blac
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