The roll out of a process improvement initiative like Six Sigma is always a cultural event.  It requires a cultural change.  The problem is that many executives do not have a clear understanding of how to change a culture in this way.  Not because they do not have leadership skills, but because it requires leadership without the use of position power. It is sales related.

Six Sigma process improvement initiatives that are inflected on an organization inevitably fail.  An organization must be led through the cultural change. If the individuals on the front line (sales, operations, repair, janitors, etc) don’t buy in, the culture will not change.  To them it will become the “Program of the Week.”  Unfortunately, many consulting firms do not focus on this important aspect of Six Sigma cultural change.  It is senior management that writes the checks and as a result it is senior management that becomes the focus.

Do yourself a favor.  Do not focus on a prescribed number of Six Sigma Black Belts and Green Belts.  Do not focus on the number of full time Six Sigma employees. Neither of these criteria are determinant of success.  They are the sales leverage of the consultant that is more concerned with their fees, or they are not knowledgeable enough to be handing your Six Sigma roll out.  Instead, try a single department roll out.  Let their success create excitement with others in the organization. Cultural change starts with the “grass roots” of the organization. If you agree with this statement, than this will become your area of focus in Six Sigma. Senior Management buy in is essential, but different from the buy in of the rest of the organization.