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Building the Responsive Six Sigma Organization

Quality management remains one of the crucial aspects of any company’s operations. Because of the need to comply with the increasingly high demands of the target clientele, companies have to incorporate intricate quality management approaches into their framework, and Six Sigma is one of them. Although meeting the standards of Six Sigma requires retrieving a range of the so-called belts, the specified tool is crucial to the assessment of the chances that a firm has at entering the target market and succeeding in it.

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Though seemingly excessive, the current number of belts in the Six Sigma framework permits a detailed classification of the characteristics of a good quality manager (Pyzdek & Keller, 2014a). To put it simply, the Six Sigma strategy allows for a detailed analysis of the leadership qualities that one possesses. According to the existing explanation, the Black Belt implies the ability to head the projects aimed at problem solving. The possession of the Green Belt means providing the Black Belt with essential information, whereas the Master Black Belt incorporates the qualities of both. The Yellow and the White Belts, in their turn, presuppose participation in projects and being a member of a problem-solving team correspondingly.

Based on the outcomes of the Six Sigma assessment, I have the characteristics required to gain all belts except for the Master Black one. To get the Black one, I have been working on my analytical skills and negotiation strategies so that both external and internal problems could be addressed by the team participants in a manner as timely and efficient as possible. However, in order to gain the Master Black belt according to the Six Sigma framework, I will have to excel in the above competencies. As far as the rest of the belts are concerned, I seem to be able to cooperate with the rest of the team members and assume the role of an employee as opposed to the one of the manager. Consequently, I will also qualify for the Green and the Yellow Belts.

It should be noted, though, that, to gain the required level of proficiency, I will have to train consistently to acquire the necessary skills that will propel me to the required level of competency. For instance, my teamwork skills could use a significant improvement as the Six-Sigma-based analysis has shown. Whereas the process of managing the team is comparatively easy for me, and I am capable of creating an elaborate plan for a project, my expertise in coordinating actions with the remaining teammates could use some improvement (Pyzdek & Keller, 2014b).

Therefore, enrolling in the courses that help train the skills related to communication and cooperation as well as the basics of teamwork should be viewed as the next logically appropriate step to make. Seeing that the communication issue identified above implies training the ability of processing data in general along with the skills of transferring it to the rest of the team members, it will be necessary to consider data management courses. In addition, I will have to alter my corporate values system so that the process of teamwork could bear the same significance as an individual effort.

Training new skills and gaining new knowledge is crucial for me as an expert according to the results of the Six Sigma assessment. Thus, it is imperative that I should consider the corresponding courses. Excelling in the designated area is an essential goal of any professional, and I am willing to live up to the existing standards.

Reference List

Pyzdek, T., & Keller, P. (2014a). Building the responsive Six Sigma organization. The Six Sigma handbook (4th ed.) (pp. 3-62). New York City, NY: McGraw Hill Professional.

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Pyzdek, T., & Keller, P. (2014b).Project management using DMAIC and DMADV. The Six Sigma handbook (4th ed.) (pp. 213-244). New York City, NY: McGraw Hill Professional.

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