Deployment is one of the most critical elements of a successful Six Sigma program. Top-down support, champion training, wide publicity and Six Sigma awareness training for all employees are common components. In addition, employees selected to be Black or Green Belts must be trained and projects must be selected. But deployment isn’t a destination; it’s a process in which one input leads to an output—which in turn leads to another input. The deployment process for a company can be tracked and measured. However, simply completing each of these steps doesn’t guarantee a successful Six Sigma program.In 2002, sealing system manufacturer John Crane Inc. initiated a Six Sigma program that comprised traditional deployment elements, yet they weren’t deployed as part of a sequential process. As such, one input didn’t necessarily lead to an output. In essence, starting Six Sigma was more like starting an organic planting than building a program. Various deployment elements were simultaneously “planted” and grew together with the company. Looking at John Crane’s current Six Sigma program, it’s difficult to trace back to find the specific effect of any of the separate deployment elements. Following is a brief description of how the company grew an organic Six Sigma program.

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