Six Sigma Maturity Model

6σ
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Framework Primer
Six Sigma Maturity Model
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Launch
Early
Success
Scale
Replication
Institution-
alization
Culture
Trans.
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2
3
4
5

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Contents
Six Sigma Maturity Model: Culture Transformation
Six Sigma Maturity Model: Institutionalization
Six Sigma Maturity Model: Scale and Replication
Six Sigma Maturity Model: Early Success
Six Sigma Maturity Model: Launch
5 Stages of the Six Sigma Maturity Model
Overview
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The Six Sigma Maturity Model outlines 5 stages evolutionary stages of
maturity and aids practitioners, deployment leaders, and executives
Presentation Overview
As organizations adopt and deploy Six Sigma, they go through 5 stages of
maturity, outlined in the Six Sigma Maturity Model. The intent of the model is to
help Six Sigma practitioners, deployment leaders, and executives:
• Benchmark where their companies stand in relation to broader patterns
experienced by other organizations.
• Assess the areas of strength and performance gaps in their deployments.
• Pinpoint specific steps they might take to close gaps and graduate to the next
stage of their Six Sigma journey.
• Communicate progress to their Six Sigma teams and to the broader
community within their companies to garner support for their continuous
improvement efforts.
This model is designed as a general guideline, not a prescriptive roadmap for Six Sigma
implementation.

Organizations go through 5 stages of maturity in Six Sigma adoption and
development
5 Stages of the Six Sigma Maturity Model
LaunchLaunch
1
Early
Success
Early
Success
2
Scale and
Replication
Scale and
Replication
3
Institutionali-
zation
Institutionali-
zation
4
Culture
Transformation
Culture
Transformation
5
• An initial few
visionaries in the
organization launch Six
Sigma—training is
initiated and projects
are begun
• The initial projects are
yielding results and
early successes are
being achieved
• The early success
has led to other parts
of the organization
buying in to Six
Sigma and a broader
launch of projects is
under way
• Throughout many
parts of the company,
projects are yielding
broad-based financial
impact
• By now, Six Sigma
is part of the
organizational DNA,
financial impact is
sustained, and the
Six Sigma culture is
pervasive

Here, we outline each of the 5 levels along 10 axes and describe the
evolution of the organization along these axes
5 Stages of the Six Sigma Maturity Model – 10 Axes
Leadership Support
Training
People
Project Selection
Financial Impact
Reporting
Software
Strategy Maturing
Beyond DMAIC
Culture Change
Level 5
Ingrained
Internal, Specialty
Majority
Formalized Eval.
General Ledger
Multi-year History
Strategy & Portfolio
Full Closed Loop
IT, Product Dev.
DNA of Org.
Culture
Transformation
Level 4
Expected
Internal, e-learning
Repatriated
Idea Pipeline
Validation
Cross-org. Comps.
Portfolio Mgmt.
Project Roll-up
DFS, Lean
Institutionali-
zation
Level 3
Across Company
External, Custom
Career Dev.
Copy Success
Consistency, EP
Aggregate, Avg.
Project Tracking
Maps, Goals
Scale and
Replication
Level 2
Validated
External
More Believers
Low Hanging
Cost Reduction
Aggregate, Avg.
Excel, Stats
Early Success
Level 2
1 or 2 Visionaries
Champion, Exec.
Driven Few
Burning Platform
Ad hoc
Anecdotal
Launch
3-9 months 6-18 months 12-36 months 24-48+ months
1
2
3
4
5

In the first stage, Six Sigma is launched within the organization
Launch – Overview Launch
Early
Success
Scale
Replication
Institution-
alization
Culture
Trans.
DESCRIPTION
Six Sigma is launched within an enterprise. The launch can be top-
down or bottom-up, but launches are generally quicker and more
successful when they are top-down.
The launch usually occurs with the help of an external consulting and
training firm. Consultants typically preside over initial executive and
Champion sessions designed to establish the potential impacts of Six
Sigma on business operations, revenues, costs and the company
culture.
There is buy-in to start the initial training sessions to get a core group
of Black Belts and Master Black Belts who will lead the initial
projects. Organizations generally appoint a vice president or director
of Six Sigma who reports to an executive sponsor and whose charter
is to ensure a successful deployment of Six Sigma.
In bottom-up launches, there may not be as much senior executive
involvement; support may only exist at a divisional level.
To ensure that the initial team
executing the Six Sigma effort has
the necessary support in the
organization, and to ensure proper
project selection in order to drive
successes at the next level
Key Challenges
This level typically lasts between
three and nine months
An organization moves to the next
level when initial training is completed
and the first set of projects is under
way, although not yet completed
Duration and Next Level

The Launch Axes include Leadership Support, Training, People, Project
Selection, Financial Impact, and Reporting
Launch – Characteristics of Axes Launch
Early
Success
Scale
Replication
Institution-
alization
Culture
Trans.
Leadership
Support
• Initial visionaries needed to
provide impetus for
adoption—top-down or
bottom-up
Training
• Executive buy-in via external
trainers; Champion training;
initial Black Belts identified
and trained
People
• A few driven believers—rest
of the organization is mostly
skeptical
Project
Selection
• Usually a burning platform
provides focus; but need to
avoid “boiling the ocean”—
need to manage excessive
expectations
Financial
Impact
• Ad hoc examples
• No projects completed
Reporting
• Anecdotal evidence
• No projects completed

In the second stage, early Six Sigma success is demonstrated—initial
projects are well underway and may have been completed
Early Success – Overview Launch
Early
Success
Scale
Replication
Institution-
alization
Culture
Trans.
DESCRIPTION
At this level, the initial projects are well under way and many have
been completed. Improvements have already demonstrated
significant financial and other impacts. The support that was given to
the initial team is being validated by the early results.
This is a critical “show me” stage, where it is important for the early
successes to be made visible so the rest of the organization can see
the real impact from Six Sigma. This is where the ambiguity and
uncertainty about the potential business impact of Six Sigma are
replaced by proven, relevant examples of business problems faced
by the company and addressed by the successful application of Six
Sigma.
To ensure that projects are
completed in a reasonable time and
that they have meaningful financial
impact on the business.
Key Challenges
Typical companies stay at this level
for between six and 18 months
A company moves to the next level of
Six Sigma maturity when the initial
successes have led to the other
organizations in the company
beginning to adopt Six Sigma

Early Success Axes includes the additional axis of Software
Early Success – Characteristics of Axes Launch
Early
Success
Scale
Replication
Institution-
alization
Culture
Trans.
Leadership
Support
• The initial projects that are
completed validate the
vision of the leadership
Training
• A few waves are completed,
usually still external
People
• Initial results are helpful; but
most of the organization still
waiting to see if this will
affect them
Project
Selection
• Low-hanging fruit (easy to
identify projects that will
yield significant results) are
plentiful
Reporting
• No consistency yet, no roll-
ups because number of
projects is still small
Software
• Focus is on statistical tools
for the Belts
Financial
Impact
• Initial results are having
some impact; usually
focused on cost reduction

By now, the company has already experienced solid success—the focus is
to Scale and Replicate the Six Sigma effort across the company
Scale & Replication – Overview Launch
Early
Success
Scale
Replication
Institution-
alization
Culture
Trans.
DESCRIPTION
At this level, the company has experienced solid success from
the initial deployment, and other parts of the company are
buying into Six Sigma.
This is the stage where the Six Sigma effort really scales
across the company and gathers momentum.
Many waves of training are in progress across many parts of
the company. Projects are being pursued in multiple
organizations (divisions, plants, units, etc.).
To ensure that the methodology is
consistently applied in other parts of the
company, and to ensure that financial
impact and results are replicated
It is important to have a strong deployment
leader for the company who ensures
consistency of methodology and results
Key Challenges
The Scale/Replication level typically lasts
for between one and three years
A company goes to the next level when
significant financial results have come in
throughout the various organizations in the
company and significant financial impact is
being reported company-wide
Duration and Next LevelThe content on this page has been partially hidden.

The Scale & Replication Axes includes the added axis of Strategy Maturity
Scale & Replication – Axes of Launch Launch
Early
Success
Scale
Replication
Institution-
alization
Culture
Trans.
Leadership
Support
• Decision to drive Six Sigma
throughout the company;
leadership across the
company buys in
Training
• Many waves across the
company; often external
trainers; content is
customized to the company
People
• Six Sigma now seen as a
career development path;
change agents throughout
the organization see a
platform that works
Project
Selection
• Usually replication of the
patterns of success already
done (similar projects for
similar problems in
plants/distribution centers,
etc.)
Financial
Impact
• Consistent measures of
impact are in place
Reporting
• Enough projects completed
so that average impact per
project, per Belt, etc. can be
predicted; aggregate impact
across the organization is
significant
Software
• Software goes beyond
statistical tools to project
tracking; consistent
application of methodology
and financial impact
reporting is ensured
Strategy
Maturity
• Creation of strategy maps to
ensure that the mass of
projects under way are
aligned with corporate and
organizational priorities

By the fourth stage, Six Sigma processes have become institutionalized
throughout the company
Institutionalization – Overview Launch
Early
Success
Scale
Replication
Institution-
alization
Culture
Trans.
DESCRIPTION
At this level, it is not just replication of the success of
another organization, but replication of the success
within each organization in the company.
There is enough financial impact from projects in each
organization that meaningful comparisons can be made
between organizations on average project impact,
average cycle time, total impact, etc.
The Six Sigma processes have become
institutionalized throughout the company.
To set up consistent processes for Six Sigma
execution—e.g., consistency should be achieved in
areas such as project selection and scoring,
approvals, financial impact measurement and
validation, project execution roadmaps, reports,
Belt training, etc.
This should be pursued while allowing for
controlled variation in different parts of the
company, ranging, for example, from
manufacturing to transaction-heavy organizations.
Key Challenges
The institutionalization level can last from between
two and four years, or more
A company progress to the next level after multiple
years of company-wide adoption of Six Sigma
leading to Six Sigma being embedded throughout
all parts of the company

The Institutionalization Axes includes the additional axis of going Beyond
DMAIC (which includes DFSS, Lean, Kaizen, Hoshin Kanri, Gemba, etc.)
Institutionalization – Axes of Launch Launch
Early
Success
Scale
Replication
Institution-
alization
Culture
Trans.
Leadership
Support
• Top leadership across the
business units, geographies
and divisions are all
expected to be Six Sigma
supporters
Training
• Very large scale; usually
internalized, use of in-house
Master Black Belts as
trainers; e-learning is used
for scale
People
• Initial Black Belt waves have
been repatriated, with
enhanced career prospects
and positions in the
organization
Project
Selection
• Formal idea-
generation/evaluation
process in place to ensure
continued flow of meaningful
projects; no more low-
hanging fruit
Financial
Impact
• Strict controls in place to
ensure validation of results;
measures evolve to include
revenue impact
Reporting
• Comparison of results for
each organizational unit;
aggregate corporate-wide
results are reported
Software
• Project tracking typically
evolves to include
knowledge management and
portfolio management
Strategy
Maturity
• Strategy maps at corporate
and organizational level;
going beyond alignment, to
actually launch projects to
impact the strategic goals
Beyond DMAIC
• DMAIC is mastered; but
DFSS, Lean, Kaizen, etc.
also are integral parts of the
organization

By the final stage, Six Sigma is embedded into the company DNA—it has
also been applied to the “extended enterprise”
Culture Transformation – Overview Launch
Early
Success
Scale
Replication
Institution-
alization
Culture
Trans.
DESCRIPTION
At this level, the company has had sustained success with Six Sigma
for a long period.
Six Sigma is embedded in the company DNA. “Six Sigma is the way
we do business” is truly practiced. The methodologies of Six Sigma
are applied not just to Six Sigma projects and by people trained in
Six Sigma, but throughout all execution processes.
Six Sigma also has been applied to the “extended enterprise”–
customers, vendors, distribution chain, and supply chain—for mutual
benefit. The culture is data-driven, process- and metrics-oriented and
focused on financial impact.
To continue to keep Six Sigma fresh
and to innovate in the new areas
where it can be applied as the
company inevitably goes through
natural business cycles of growth,
threat, acquisitions, etc.
Key Challenges
There is no end-point or duration at
this level.

We now have all 10 Axes involved—which includes the last axis of Culture
Change
Culture Transformation – Axes of Launch Launch
Early
Success
Scale
Replication
Institution-
alization
Culture
Trans.
Leadership
Support
• Top leadership across the
business units, geographies and
divisions are all expected to be Six
Sigma supporters
Training
• Very large scale; usually
internalized, use of in-house
Master Black Belts as trainers; e-
learning is used for scale
People
• Initial Black Belt waves have been
repatriated, have risen in career
stature and positions in the
organization
Project
Selection
• Formal idea-generation/evaluation
process in place to ensure
continued flow of meaningful
projects
Financial
Impact
• Strict controls in place to ensure
validation of results; measures
include revenue impact
Reporting
• Comparison of results for each
organizational unit routinely done;
aggregate corporate-wide results
are reported
Software
• Integrated portfolio and strategy
management across the
enterprise; replacement of legacy
applications by vendors
Strategy
Maturity
• Full closed-loop of strategy, to
projects, to roll-up of project
results, to organization’s strategic
goals
Beyond DMAIC
• Six Sigma is being applied in spirit
to all project portfolios – new
products, IT projects
Culture Change
• Entire organization operates at a
higher performance level; Six
Sigma embedded in culture;
extends to customers, vendors,
supply chain, distribution chain

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Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
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