For nearly three decades, the quality management philosophy known as Six Sigma has brought competitive advantage to organizations implementing it. The typical approach, however, has been to have leaders from operations, engineering, quality, and marketing manage this strategic initiative. Human resource's role has been to default to the administrative tasks of organizing the required training, keeping records, and assisting in the selection of candidates for the program. Yet for the past two decades human resources has also been struggling to gain a seat at the executive table. This paper gives an overview of Six Sigma and shares insights on how human resources is a natural fit to lead a breakthrough change initiative as strategically focused as Six Sigma in small and midsize organizations. By so doing, HR can be assured value-added status.