Leadership is typically viewed as a set of measures aimed at setting the goals to be accomplished by the organization, as well as set the pace for the participants to operate so that the objectives in question could be attained (Kubiak & Benbow, 2009a). As a rule, it is expected that the leadership framework chosen by the organization should help clarify the expectations that the employees are supposed to meet and the quality requirements of the target customers (Six Sigma – organization, 2016).
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Although the sponsor persona is typically related to the provision of financial resources, in the Six Sigma framework, a sponsor is the member of the entrepreneurship that has a perfect understanding of the framework and the way, in which it should be applied so that the entrepreneurship should deliver the best results possible. More importantly, in the Six Sigma universe, a sponsor also plays the role of a negotiator and a decision-maker, addressing the emergent problems expeditiously and adequately (Muralidharan, 2015).
In contrast to the focus of the Sponsor, one of the Implementation Leader is mainly on the provision of cooperation among the members of the organization. Promoting teamwork, knowledge sharing, and successful communication Implementation Leader (IL) cooperates with the Sponsor and often assists the latter in promoting engagement among the people involved in the project. IL is also often positioned as a supervisor as they overview the completion of the key tasks.
Although according to Six Sigma, a Coach is supposed to address the issues related to setting the schedule and distributing responsibilities and tasks among the participants, one is also likely to see a Coach as a mediator and a negotiator in the Six-Sigma-framework-powered entrepreneurship. One might argue that the Sponsor is supposed to address the emergent conflicts. However, a Coach can be viewed as the person managing conflicts on a local level, e.g., among the team members, whereas the Sponsor handles negotiations on a higher level, such as the process of communicating with other companies and organizations (Kubiak & Benbow, 2009b).
A Team Leader is assigned with the responsibility to overview the progress of the team, in general, and its members, in particular. A Team Leader is also expected to report their findings to the higher authorities so that the data could be processed accordingly and a coherent strategy for leading the team could be produced successfully.
A Team Member is an average employee working in the company that implements the Six Sigma framework. It would be wrong to assume that the philosophy of Six Sigma only views the staff members as elements of the Team. Apart from putting a strong emphasis on cooperation, the theory also provides premises for the personal and professional growth of each individual, about their unique needs and characteristics. Focusing on enhancing the performance of team members is one of the primary objectives of Six Sigma.
The Six Sigma processes do not end as the project is completed. On the contrary, an entirely new phase is commenced and headed by the Process Owner, who monitors the results and takes responsibility for the end product of the process. As a result, unceasing quality improvement can be carried out, causing customer satisfaction rates to rise increasingly.
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Kubiak, T. M., & Benbow, D. W. (2009a). Enterprise-wide deployment. The certified Six Sigma Black Belt handbook (2nd ed.) (pp. 2-13). Milwaukee, WI: ASQ.
Kubiak, T. M., & Benbow, D. W. (2009b). Leadership. The certified Six Sigma Black Belt handbook (2nd ed.) (pp. 14-20). Milwaukee, WI: ASQ.
Muralidharan, K. (2015). Six Sigma for organizational excellence: A statistical approach. New York, NY: Springer.
Six Sigma – organization. (2016). Web.