How much could you accelerate your deployment of Six Sigma methods if your success was based more on the combined strength of your technical resources rather than on the ability of your organization to manage deployment? While this may call into question many long-held beliefs about successful deployment strategies, Delphi has learned something in the past year about the advances that can be made by technical experts acting in an entrepreneurial fashion to cause change.

Delphi is now in its eighth year of application of Six Sigma methods, and has seen massive savings resulting the use of these methods in many areas of its business. It has developed a strong competency base of Six Sigma experts in all its divisions and has become largely self-sufficient in its training and coaching. One of the areas where it continues to see a challenge, however, is developing the support for new initiatives across the organization. As with many corporations, Delphi has strong divisional and product line organizations, but somewhat weaker ties between these organizations.

Many of the Six Sigma experts at Delphi felt that we needed to grow our competency in solving business problems. While several outside offerings for Transactional Black Belt training were considered, none got the support of the organization. A group of five Master Black Belts from various divisions began discussing what it would take to develop that curriculum internally. As the discussions turned into curriculum plans, and the plans turned into training material, the group gathered the support needed to provide Delphi’s first Transactional Black Belt training. The lessons we learned from this effort opened our eyes to new ways of driving the successful deployment of needed initiatives.