Chapter 3

C. Six Sigma Roles and Responsibilities

Define and describe the roles and responsibilities

of six sigma team members (i.e., individual team
members, yellow belt, green belt, black belt, mas-
ter black belt, process owner, champion, sponsor).
(Understand)

Body of Knowledge I.C

Six Sigma successes are not just about application of statistical tools. A strong Six
Sigma organization is necessary for sustainable success. Without this, there will
be no accountability to the investment made in employees in terms of training,
resources spent, and a consistent approach of methodologies. Smaller organiza-
tions may combine some Six Sigma roles; however, the responsibilities of each
role should be maintained. A typical large Six Sigma organization is shown in
Figure 3.1.
One factor that has helped Six Sigma be successful is the structure it demands
of organizations. Table 3.1 shows typical Six Sigma roles, the organizational mem-
bers that typically fill the roles, their expected training or background, and the
primary responsibilities of each role.
Organizations may employ program managers to assist the Master Black Belts
in managing the overall Six Sigma implementation across the organization. The
organization’s finance department may also play a role by verifying the benefits
claimed by the projects before the projects are presented to management.

Questions
1. You have been assigned to set up a Six Sigma organization for a
company with fewer than 100 employees. Understanding that not every
organization can afford a structure as identified in Figure 3.1, how
would you structure your Six Sigma resources? What roles would you
have? What will be their responsibilities?

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