Black Belt Selection & Training

The following is an excerpt on Six Sigma implementation and the Six Sigma steps from Six Sigma Demystified (2011, McGraw-Hill) by Paul Keller.

While Six Sigma Black Belts are generally given credit for their expertise in analytical, statistical and problem solving techniques, successful Black Belts must be much more than technical experts. The advancement of an organization from a nominal 3 Sigma to Six Sigma represents a vast operational and organizational (read cultural) change. As such, Black Belts are primarily Change Agents.

Effective Change Agents are (Keller, 2001):

• Positive Thinkers: Black Belts need to have faith in management and in the direction of the business and its Six Sigma program. They must be upbeat and optimistic about the program success, or they risk undermining management or the Six Sigma initiative. They need to exude self-confidence, without the pitfalls of being overbearing, defensive or self-righteous. Proper Management support and vision allow Black Belts to both believe in and experience their potential as Change Agents.
• Risk Takers: Black Belts need to be comfortable as Change Agents. While ineffective Change Agents agonizes over implementing change, effective Change Agents relish it. They enjoy the excitement and the challenge of making things happen and "grabbing the bull by the horns". They know that change is necessary for the company's and the customers' sake, and they know that it is inevitable, given the competitive market. Only by leading the change can its outcome be steered. The effective change agent wants to lead the charge.
• Good Communicators: An effective Black Belt needs to be capable of distilling a vast amount of technical material in an easily comprehensible fashion to team members, sponsors, champions and management. Many of these personnel will have only minimal training (Green Belt or Champion level) in statistical techniques, if any at all. The Black Belt that can clearly and succinctly describe to the team why, for example, a designed experiment is better than one-factor-at-a-time experimentation will strengthen the team and shorten its project completion time. Of course, being a good communicator is much more than just being capable of distilling technical material. An effective Change Agent must also comprehend and appreciate others’ concerns. These concerns must be addressed in a thorough, respectful, and thoughtful manner. Through use of Six Sigma statistical techniques, data can be used to predict the merits of various improvement strategies and address the concerns of others. The effective change agent will enlist people with concerns to participate in these efforts, either as team members or as project sponsors. Through participation, such employees learn to understand the nature of the problem and the most viable solution. Buy-in, a necessary part of sustainability, is greatly enhanced through this participation.
• Respected by Peers: It is often said that a title can be either earned or granted but that true power must be earned. Effective change agents have earned the respect of others in the organization by their hard work and effective communication. Those new to an organization or those who have not gained respect from others will find it harder to implement change.
• Leaders: Black belts often will serve as team leaders; other times, they need to show respect to others (and true leadership) by allowing them to assume the leadership roles. First-wave black belts also will serve as role models and mentors for green belts and subsequent waves of black belts.

Many of these change-agent skills are facets of one’s personality, but they can be supported through awareness training, management policy, and coaching and mentoring by master black belts and champions. The best black belts are individuals who demonstrate a balance between these softer attributes and the technical skills discussed elsewhere in this book. Many firms expect experience with these change-agent skills, documented through work history and personal recommendations, as a prerequisite for black belt candidates. Depending on the business and functional area, a technical college degree also may be required. For example, a BS in engineering may be required for manufacturing areas, whereas a business degree may be required for sales or business development areas.

See next section Black Belt Training

Learn more about the Lean Six Sigma principles and tools for process excellence in Six Sigma Demystified (2011, McGraw-Hill) by Paul Keller, in his online Lean Six Sigma DMAIC short course ($249), or his online Green Belt certification course ($499).