| Six Sigma is a continuous procedure, which can help | | | | Belt must have leadership qualities, they should be able |
| companies reduce the over all expenses and | | | | to understand the team dynamics and should be able |
| expenditures, and increase profits by streamlining | | | | to assign to each team member their individual roles |
| operations, improving quality and eliminating all the | | | | and responsibilities. They help the teams achieve and |
| problem areas. Not only does 6 Sigma benefit an | | | | sustain noteworthy results. |
| organization, but also the organization can benefit Six | | | | Important Aspects Of Managing A Six Sigma Team |
| Sigma by managing it. Management must be led by | | | | Leading and mentoring are the two most important |
| highly qualified and trained individuals. | | | | aspects of managing a 6 Sigma team. |
| Managing a 6 Sigma team is not an easy task and it is | | | | As the leader, the Black Belt should be willing to adjust |
| fairly impossible for a single person to manage a 6 | | | | to circumstances. They should be able to recognize |
| Sigma project on their own. 6 Sigma is a team | | | | and manage occasional setbacks. By directly being |
| process that requires teamwork at most levels. | | | | involved with the team, the Black Belts help implement |
| Managing a Six Sigma team starts from the | | | | improvements in a quick and efficient manner. The |
| uppermost levels of the organization. The company's | | | | main role of the Black Belt includes minimizing group |
| leaders must provide resources to the teams and the | | | | conflict and handling out-of-control meetings. 6 Sigma |
| authority to apply these 6 Sigma concepts in their | | | | includes practices that substitute hasty, imprudent |
| day-to-day activities. Company leaders must also | | | | habits with a dynamic, open and practical method of |
| ensure that the company goals are associated with 6 | | | | management. |
| Sigma projects and they must see to the removal of | | | | It is important for the team leader or the Black Belt to |
| any obstacles that might stand in the way of 6 Sigma | | | | be a mentor to everyone on the team. After their |
| deployment. | | | | training, new candidates must be given proper |
| Selection And Training Of Six Sigma Team Leaders | | | | guidance. This ensures the timely completion of |
| 6 Sigma team leaders need to be properly selected | | | | projects and regular corrections being made in the |
| and trained, as they play a crucial role in the | | | | course. 6 Sigma supports teamwork and the Black |
| management of the entire team. Not only are they | | | | Belt should work towards creating a healthy and |
| responsible for managing the team, they are also the | | | | productive team environment. The Black Belt should |
| main change representatives for the Six Sigma | | | | arrange the team in such a way so as to best utilize |
| process. 6 Sigma team leaders are directly responsible | | | | the individual knowledge and techniques of the |
| for managing their teams. A 6 Sigma Black Belt is the | | | | individual team members. Black Belts should help |
| team leader and the responsibility of the Black Belt is | | | | improve and increase members' morale. Every |
| to facilitate 6 Sigma as part of the culture. | | | | circumstance should be regarded as an opportunity by |
| Black Belts need to be trained in Six Sigma | | | | the Black Belt to help guide and instruct the individual |
| methodology and they must have prior experience in | | | | team members and to improve the organization as a |
| leading teams. The 6 Sigma team leader or the Black | | | | whole. |