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Unit 5: Quality Management

Notes
Exhibit 5.1: Roles and Responsibilities in a Six Sigma Organization
To convey the need to vigorously attack problems, professionals are given martial arts
titles reflecting their skills and roles:
Quality Leader/Manager (QL/QM): The quality leader represents the needs of the customer.
The Quality function is independent from the manufacturing or transactional processing
functions to maintain impartiality. The quality leader is generally on the CEO's staff, and
has equal authority to all other direct reports.
Master Black Belt (MBB): Master Black Belts are typically assigned to a specific area or
function such as marketing or machine shop, die shop, etc. MBBs work very closely and
share information with the owners of the process to ensure that quality objectives and
targets are set, plans are determined, progress is tracked, and training is provided.

Process Owner (PO): Process owners are responsible for specific processes. For instance,
in the marketing department there is usually one person in charge of marketing the chief
of marketing is the process owner for marketing. Depending on the size of the business
and core activities, there may be process owners at lower levels of the organizational
structure. For example, in the marketing department there may be a head of marketing
services: that's the process owner.

Black Belt (BB): Black Belts are at the heart of the Six Sigma quality initiative. Their main
purpose is to lead quality projects and work full time until they are complete. Black Belts
can typically complete four to six projects per year. They also coach Green Belts on their
projects.
Green Belt (GB): Green Belts are employees trained in Six Sigma who spend a portion of
their time completing projects, but maintain their regular work role and responsibilities.

Source: Adapted from 2000-2005 iSixSigma LLC
Six Sigma needs leaders and 'champions', truly committed to it, to promote it throughout the
organization. Corporate wide training in Six Sigma concepts and tools is essential. Professionals
in the organization need to be qualified in Six Sigma techniques. MBBs receive in-depth training
on statistical tools and process improvement techniques. They must identify appropriate metrics
early in the project. They must make certain that the improvement effort focuses on business
results that are to be improved. They are the trainers of trainers.

5.7.2 Six Sigma Methodology

While Six Sigma's methods include many of the statistical tools that are employed in other
quality movements, DMAIC and DMADV are both special tools developed for Six Sigma
applications:

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