MBizM Parallel Meso of Lean Six Sigma Reporting Structure

MBizM Parallel Meso of Lean Six Sigma Reporting Structure

Approaches to quality improvement deployment are abundant, dependent on organization’s requirement. Six Sigma is peculiar to its parallel-meso structure within an organization deploying the initiative (Schroeder et al., 2008). Deployment of such initiatives commonly failed due to programs being unstructured in terms of organization structure. The parallel meso of Six Sigma Trainingallows for apt deployment and concentrated efforts in ensuring the projects are tackled strategically as shown below with stakeholders at every end of the continuum.

Levels	Who/ Designation	Purpose
Sponsors	CEO, COO, CFO, GM, Head of Departments, Head of Sections- Mostly senior and top level executive	Sponsors the six sigma projects or engagements. Sponsors’ approvals are critical at steering committee meeting.
Champion	CEO, COO, CFO, GM, Head of Departments, Head of Sections.	Consists of top management and middle level management structure who intends to layout project proposition concerning their area within organization. Ensures resources are available, tackles cross-functional barricades.
Steering committee	CEO, COO, CFO, GM, Head of Departments, Head of Sections, Consultants.	To oversee the project progress and impact towards strategic goals or objectives. To advice project structure linking to top management goals. Discuss alignment of projects to vision and mission.
Tollgates	Champions, sponsors, project leaders, members (if required), consultants.	Presentation of completion of designated phase (D-MA-IC) to stakeholders or management for approval to proceed to the next phase.
Black Belt	Process owners, senior executives, experienced executives/non-executive that understands process and issues within.	Performs process improvement projects on cross-functional or cross-departmental basis. Able to understand other department processes acutely.
Green Belt	Process owners, senior executives, experienced executives/non-executive that understands process and issues within namely those who are expert on within department job scope and potential candidate for Black Belt.	Performs process improvement projects on inter-departmental basis. Able to understand within department processes.
Yellow Belt	Executives/Non-executive that form important part of departments, capable of reliable assistance to project leaders and potential candidate for Green Belt.	Reliable assistance that performs project execution work such as data collection, brainstorm, provide idea and solution etc. Comprises majority of the team members.