Is Your Organization Ready for Six Sigma Training?

Six Sigma Training is being successfully used to develop and implement processes to suit industries in all sectors. For the leaders in Six Sigma development and implementation, such as GE, Motorola and AlliedSignal, the task was never easy – but they have, through continuous efforts, ensured that their efforts translated to success.

The successful implementation of Six Sigma Training brings about a change in organizational culture, commitments and processes.

When your organization accepts Six Sigma, it means it accepts a change for the better.

Is Your Organization Ready For Change?

For Six Sigma Training to succeed in any organization, you must accept that there are bound to be changes to the existing system. Changes may be mainly in set processes, or the way certain things are managed.

These changes will most certainly face a lot of resistance, since it means that everyone shifts from the comfort zone in which people have ensconced themselves.

Accepting the Six Sigma culture is to accept changes the way things are done and approached at every level. The leadership and management of the company have to be equally committed to such initiatives.

They have to lead from the front; and unless they accept the methodology, they will hardly find it easy to bring such change initiatives to the company.

Six Sigma Black Belts have to put in a lot of efforts to bring about these changes. When steady wins prove the capability of Six Sigma to better the organization, only then can change come to be accepted in the organization.

Availability of Dedicated Resources

Six Sigma Training requires dedicated people to work on various improvement projects. There cannot be part-time handling of such programs. The Black Belts working cannot work on other regular organizational activities, since they have to work on the project day in and day out.

Unless team members undertake continuous efforts, Six Sigma programs cannot work for long. The availability of financing is also crucial to the success of the Six Sigma in the organization.

If upper management is not fully convinced, they will not freely fund the effort – which will only reduce Six Sigma to a pathetic exercise.

Employee Incentives

For an initiative to be convincing to all staff members, company leadership has to be convinced that such an initiative will be profitable for their company.

Upper management has to put in place various activities and incentives to ensure that employees remain engaged in the projects. Putting rewards or incentives in place for their participation and contributions to such initiatives can be an attractive option.

Business Aptitude

Six Sigma Training requires that Six Sigma experts and others use recognized tools and techniques, and the organization must have the ability to utilize such tools and techniques to suit the organization.

They should be able to adapt various Six Sigma tools and techniques to their specific needs.

Having a business aptitude to bring in suitable changes beneficial for the organization is critical to undertaking a successful Six Sigma initiative.

Training Preparedness and Communication

For Six Sigma Training to work in an organization, it is necessary to have essential training facilities in place.

Training objectives, training requirements, criteria for training participants, format for training and training aids are all the options that need consideration. This helps in reducing resistance to change. Equally important is to communicate about Six Sigma initiatives with employees.

With all these factors in place in your company, and readiness to take the program ahead, your organization can implement Six Sigma successfully.


Originally developed by Bill Smith at Motorola in 1986, the Six Sigma Training program was created using some of the most innovative quality improvement methods from the preceding six decades. The term "Six Sigma" is derived from a field of statistics known as process capability. The term 6 Sigma refers to the ability of manufacturing processes to produce a very high proportion of output within specification. Processes that operate with "six sigma quality" over the short term are assumed to produce long-term defect levels below 3.4 defects per million opportunities. Six Sigma's goal is to improve overall processes to that level of quality or better.