Although the Six Sigma [1] concept has become very popular in industrial sectors, very little is said about how to start a successful implementation in a Corporation, or when it should be initiated, and the most important, who should be addressed to lead this task. Its methodologies are widely observed by different sectors of the automotive market, typically focusing in projects with a potential financial impact, following the DMAIC sequence.
More than just financial return, this sophisticated tool, has a direct impact on Quality in different levels for both non-productive process and manufacturing process, that eventually would also affect some organizational structures that ultimately can be understood as reengineering.
This paper has the objective of highlighting some good practices that will help some organizations to be better prepared, not only for the implementation of a Six Sigma program, but also to absorb and deal with some organizational changes through their “Change Agents”.
The key point is to consider this activity as a separate project, that defines the Corporate goal as a whole, measures the performance within a reasonable scope, analyses clearly what should be improved, implements the changes, and controls the new scenario in order to guarantee consistency over time.