Many Total Quality improvement efforts did not achieve their objectives because there was a lack of commitment to the specific improvement actions and to their effective implementation. Six Sigma, as a system, overcomes that weakness by

• focusing on the common commitment to meeting customer requirements,
• developing a consensus set of improvement actions,
• prioritizing those actions, and
• establishing measures that assure accountability in implementation
• Many companies today are achieving dramatic results with a company-wide Six Sigma Improvement System based on the previously described Six Sigma Process Improvement methodology -- MAIC. Large numbers of technical personnel are trained as "black belts" to lead teams in applying the statistically-based methodology. Most black belt training programs focus heavily on these advanced statistical techniques.

• High level executives are appointed as "champions" to drive the Six Sigma Program within their segment of the company. Master Black Belts coach black belts and coordinate Six Sigma projects. Some companies provide basic process improvement training to Six Sigma project team members and refer to them as "green belts." Black belts and / or teams are assigned process improvement projects with specific performance improvement goals.

  To reduce the workload on their key personnel, to lessen the need for extensive training, and to minimize costs, small organizations (and some large ones, too) obtain external facilitation and statistical methods support.