The major and very glaring difference between any other quality control and management system when compared to the Six Sigma is a direct connection to the financial gains arising out of the processes implemented. Financial gains arising out of the improvements in the process are measured and quantified and are useful in selection and prioritization of the on going projects of process improvement. The financial gains are evaluated time and again during the analysis phase which must ensure that the costs involved in the implementation of the improvement will be paid off by the gains received from the improvements in the long run. Once the project of process improvement enter the control phase in case DMAIC is being followed or in the verify stage if DMADV is being followed, the final financial gains are verified once more.

The association of any Six Sigma project directly of financial gains helps every one to sit up and take notice of the improvements within the business as a whole and not just the department where the improvements are being undertaken. A financial gain is the common denominator and links everyone in the organization. All the management, shareholders and employees look upto the Six Sigma as means of savings in cost, increase in productivity, and overall increase in revenues. The Six Sigma enables the management to clear its stands on insignificant projects which have no long term benefits and concentrates on the improvement projects which are most beneficial to the organization in terms of cost savings.

Green Belt holders are usually employed for execution of Six Sigma procedures where as the master Black Belts are employed for overseeing the execution and implementation of the Six Sigma projects.

The Six Sigma Academy which is the controlling body of Six Sigma professionals report that its Black Belts have saved companies an average of approx. $230,000 for each project they undertake and can usually complete anything between four to six projects every year.