Executives typically receive training that includes
a six sigma program overview, examples of successful deployment and strategies, and tools and methods for definition, measurement, analysis, improvement, and control. 主管通常接受的培训包括六西格玛计划概述， 成功部署和策略的例子， 以及定义， 测量， 分析， 改进和 控制的工具和方法。
Master Black Belt Candidates - Master Black Belt Training
黑带大师候选人-黑带大师培训
Champions 管理 （主管）
in full-time process improvement positions. 全职的过程改进职位
They are teachers who mentor black belts and review their projects. 他们指导黑带并审核他们的项目
Selection criteria for master black belts includes 选择标准包括
* quantitative skills 定量分析技能（能力）
* the ability to teach and mentor
具有教导和指导的能力
* an active black belt 一个活跃的黑带
* who continues to demonstrate skill through signifucant postive financial impact and customer benefits on projects
个人通过在项目上展示才能显着的影响财务和客户的项目收益.
Six sigma champions are typically upper level managers that control and allocate resources to promote process improvements and black belt development. Champions are trained in the core concepts of six sigma and deployment strategies used by their organization. Champions work with black belts to ensure that senior management is aware of the status of six sigma deployment. Champions ensure that resources are available for training and project completion. 西格玛冠军通常是控制和分配资源以促进过程改进和黑带发 展的高层管理者。 冠军接受六西格玛核心概念和组织使用的部署策略的培训。 冠军与黑带合作，确保高级管理层了解六西格玛部署的状 态。冠军确保资源可用于培训和项目完成。
Management - Executive Training
管理-行政人员培训
Black Belt Candidates - Black Belt Training
黑带候选人-黑带训练
Executive Sponsors 执行
mentor 导师 ：Use a network of trained individuals 使用训练有素的个人网络
teacher 教师 ：Train local personnel 培训当地人员
coach 教练： Provide support to project personnel 为项目人员提供支持
influencer 影响者 Be an advocate of six sigma tools 成为六西格玛工具的倡导者
概要
Six sigma black belts are most effective in full-time process improvement positions. Six sigma black belts are individuals who have studied and demonstrated skill in implementation of the principles, practices, and techniques of six sigma for maximum cost reduction and profit improvement. 六西格玛黑带在全职过程改进岗位上最有效。六西格玛黑带是那些为最大限度地降低成本和提高利润而学习并展示了执行六西格玛原则、实践和技术的技能的个人。
Supervisors - Overview Training
主管-概述培训
Green Belt Candidates - Green Belt Training
绿带候选人-绿带培训
Process Owners 流程负责人
are not usually in full-time process improvement positions
must demonstrate proficiency with statistical tools by using them for positive financial impact and customer benefits
individuals may remain green belts or, with experience ,they may become black belts.
operate under the supervision guidance of a black belt or master black belt
绿带通常不处于全职流程改进岗位。 绿带必须证明对统计工具的熟练程度，通过使用这些工具来获得积极的财务影响和客户利益。 个人可能仍然是绿带，或者，根据经验，他们可能成为黑带。 绿带在黑带或黑带大师的监督和指导下运作。 In some organizations, process owners may be six sigma champions. 在某些组织中，过程负责人可能是六西格玛的拥护者。
Everyone - Six Sigma Orientation Training
每个人-六西格玛定向培训
recognition
认可
reinforcement
强化
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organizational roadblocks and change management
组织障碍和变革管理
organizational roadblocks
组织障碍
The purpose of this discussion is to focus on some potential problems and/or roadblocks related to existing structures and cultures.
本次讨论的目的是关注与现有结构和文化相关的一些潜在问题和/或障碍。
flat organizations
扁平化组织
decision making is forced to lower organizational levels.
决策迫使组织降低级别
the decisions can be erratic and inconsistent.
决策或不稳定和不一致
there are fewer decision levels
较少的决策层
the loss of key people can have a negative impact on these organizations
失去关键人物会对这些组织带来负面影响
Tall (Vertical) Organizations
高大垂直组织
the lower levels have theirdecisions reviewed by the individuals above them.
低层级的决定受高层审核
means that communications are not as rapid.
这意味者沟通不会很及时
As jobs are added to handle the details of decision making,
more layers of management are created. Sometimes, these levels become impediments. 随着工作的细节增加，组织变得更臃肿，这成为了一种障碍
Upper management is often out of the loop.
高层常不知情
The vertical organizational culture can become too bureaucratic.
组织的文化变得日渐官僚化
Functional Organizations
功能性（职能）组织
The people in functional organizations can become very
specialized in their field of expertise. 人们在这样的组织中变得在其擅长的领域更加擅长
Well rounded individuals may be difficult to find.
全面发展的人难找
Coordination of projects or problems can be
more difficult than in a flat organization. 项目和问题的协调难于扁平化组织
There is a danger that sub-organizational values and shared assumptions may become too inbred.
存在亚组织（小团体）风险：差异的价值观和共同的假设
Product Organizations
产品组织
In a product organization, there can be a duplication of
selected services. 在产品组织，可能存在重复的所选服务
Individuals may lack overall corporate focus
since they are concerned with a smaller piece of the pie. 缺乏对全公司整体的关注，只关心较小的一块蛋糕
Although segments of the company are better directed at meeting competitor challenges, they can also compete against each other for company resources and consumer markets.
能更好的应对竞争对手的挑战，但他们也会在公司资源和消费市场上互相竞争
Geographic Organizations
地理组织
This arrangement presents similar problems as
encountered with functional organizations. 问题与职能组织类似，可能在某个地域跟擅长，但缺乏全局意识或在其他地域不擅长，交流困难，存在小团体风险。
Additionally, many undesirable nationalistic or regional cultural
features may arise. 此外，可能会出现许多不受欢迎的民族主义或区域文化特征。
Matrix Organizations
矩阵组织
In matrix organizations, a specialist can report to
two or more people, violating the one boss rule. 在矩阵组织中，专家可以给两个或以上汇报，这违反了一个老板的原则
It is often difficult for the specialist to decide which superior to
respond to first. 这常常让专家为难，决定第一个向谁汇报
Team Based Organizations
基于团队的组织
The entire employee selection process is much more
stringent for a team based structure. 对于以团队为基础的结构，整个员工甄选流程要严格得多。
Management time is directed at employee training and support.
管理时间用于员工培训和支持。
An organization that is experiencing severe short-term
threats should not undertake this organizational. 遇到严重短期威胁的组织不应承担此组织。
There are also threats to all levels of management,
The loss of some of these individuals would mean a tremendous loss in job knowledge and expertise.
其中一些人的流失意味着工作知识和专业技能的巨大损失。
Cross Functional Collaboration
跨职能协作
in traditional, functionally designed organizations,
segments of vital activities are captive within and across many departments. Various department heads are responsible for the activities within their department, which allows for good management controls, but no one owns the overall process and the results. 在传统的功能设计型组织中，重要活动的各个部分都被许多部门所控制。各部门负责人负责其部门内的活动，从而实现良好的管理控制，但没有人拥有整个过程和结果。
Functional departments develop strong functional
mindsets and will approach problems differently than other functional units. It is difficult when departments speak different “languages,” or have conflicting goals. 职能部门具有很强的职能思维，处理问题的方式与其他职能部门不同。当部门使用不同的“语言”，或者有相互冲突的目标时，这是很困难的。
A multitude of six sigma writers and trainers have
stressed the importance of cross functional collaboration in the achievement of six sigma objectives. 许多六西格玛作家和培训师都强调了跨职能协作在实现六西格马目标中的重要性。
