The Six Sigma initiative starts with an executive’s idea of achieving excellence and superior results. Whether the initiation is based on hearsay or the strategic move, it starts with communication among the executives—or employees. Likewise, throughout the implementation of Six Sigma, constant communication must be maintained within the organization. Because Six Sigma requires great improvement in a short period of time, intellectual involvement of related employees is a necessity for developing creative improvement solutions. Corporate communication
A direct announcement of commitment to Six Sigma from the chief executive is the first critical step toward efficient communication for a companywide implementation. If the Six Sigma initiative is evolving from a department or a division, some level of communication about the strategy is also important. Many companies start the Six Sigma initiative with a set of projects. In such cases, a straightforward memo is enough to keep communication flowing among the employees who are part of the projects. However, communication from top management is still the best source for informing employees of the intent and evolving plans of the new companywide initiative. The absence of such a communication method may cause employees to resent this lack of information and perceived involvement with the initiative.

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