ABSTRACT
This chapter shows, in a practical way how internal communication between leadership of the organization and the Six Sigma office changes through the S-Curves. During Pre-launch, S-Curve 1, the leadership is focused on understanding what is required to begin the process of introducing something new to the organization, setting direction based on that understanding, and requesting drafts of plans for review. During S-Curve 2, the communication changes to focus on the initial execution of the organization’s plans. Critical elements of communication from the leadership include leadership support activities, reviews of progress, reviews of business unit progress and key projects. The most significant change in S-Curve 3 communication is the development of an internal Master Black Belt cadre. This includes recommendation of candidates, development plans and progress reports. Communication from S-Curve 4 on is very similar. The main change is related to new project types tried, lessons learned and recommendations for adoption.
