Six Sigma Black Belts - What should they know?

Six Sigma Black Belts are fourth in the chain of personnel that play a key role in six sigma implementation. Six Sigma Black Belts form the critical link between the Master Black Belts who are higher up the chain and the Green Belts, lower in the chain. Six Sigma Black Belts need to devote 100% of their time to the implementation, with their primary focus on execution. Six Sigma Black Belts dealing mainly with day to day activities rather than generalities of the program. The role of Six Sigma Black Belts as frontline executives of the program is critical to the success of the organization.

Although Six Sigma demands high value personnel, not all of them are equally trained or talented. While causes for this disparity often causes loss of time and resources, it is important to implement standardization on what they should know as Six Sigma Black Belts, because they are essential for the fulfillment of program objectives. Here are the fundamental things Six Sigma Black Belts are expected to know:

Comprehensive Knowledge Of DMAIC Processes:

A Six Sigma Black Belt is expected to know the five basic principles of Six Sigma methodology as described by DMAIC. A deeper understanding of these five principles, to the core, is essential as a first step. The acronym DMAIC stands for defining the process, measuring the current process baseline, analyzing causality factors, improving the process by optimization and finally controlling the process flow and transition to production.

Thorough Knowledge Of Processes:

A thorough understanding of the processes, acquired by having worked on them as a full- time employee, is essential. The Six Sigma Black Belt should have substantial knowledge with hands on experience as the basis for identifying problem areas. Technical skills and active involvement in day to day activities are also paramount.

Familiarity With Tools And Techniques:

The implementation of Six Sigma methodologies is made possible through the use of various tools and techniques of measurement that help the decision making process. Familiarity with technical statistical tools is a must for Six Sigma Black Belts for effective 6 sigma implementation. Although formal training in statistics and analysis is not essential, Six Sigma Black Belts are expected to pick up this subject with relative ease.

Ability To Formulate Projects & Plans:

A Six Sigma Black Belt should able to make business plans and execute them in order to make sure that defined goals are achieved. Along the way, Six Sigma Black Belts are responsible for measurement of progress and the ability to articulate them in meaningful terms. Six Sigma Black Belts are expected to control the course of 6 sigma implementation for maximum gains.

Knowledge Of Customer Base:

A Six Sigma Black Belt should be aware of the roles of each key person and be independently able to devise, test and conduct customer surveys. He/she should also know how to interpret and validate the results, identify differences, and report and incorporate the results of the survey.

Role of Six Sigma Black Belts

Six Sigma Black Belts play the role of change agent. Their role is a position of leadership. They must possess the sharpest business acumen, strong communication skills, customer advocacy knowledge, leadership qualities, technical aptitude and most of all, patience.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions - Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

Communication in Six Sigma by Peter Peterka

Deploying Six Sigma means entering a period of significant change in your organization. Productivity and morale almost always suffers in times of great change. The requirements of change and adaptation and the very human fear of the unknown add to stresses of the work environment. In these times, communication becomes more important than ever.

Communication throughout a Six Sigma project is very important because the power and scope of Six Sigma demands a significant commitment from everyone in the organization. Six Sigma successes require clear and open communication at all levels to transcend departmental barriers that would otherwise cause confusion. In addition, any change in an organization will meet some resistance, either intentional or just because of inertia. When management can effectively communicate that it is behind that change and can communicate the positive aspects of the change, resistance can be countered and overcome.

Company leadership must be willing to give Six Sigma teams all of the tools and information necessary to apply Six Sigma concepts to their day-to-day activities. It is crucial in Six Sigma projects to clarify the rationale, expectations, goals, and sequence of steps in the process. Six Sigma teams with clear, written goals accomplish far more in a shorter period of time than teams without them could ever imagine. This is true everywhere and under all circumstances. Documentation of the Six Sigma process is the opportunity to resolve any misunderstandings of the deployment. A schedule is developed that outlines the strategy to take the process from its current state to one that is within statistical control and in line with the company's Six Sigma goals. Roles need to be clearly defined in how individuals contribute to the schedule and strategy. Employees assess how they can contribute to the organization through the information they receive. A team's quality goals should be set to tie in with the overall company quality improvement goals. This happens only when the team has the knowledge they need.

Lack of clarity in communicating business information is probably more responsible for frustration and underachievement than any other single factor. It is unfortunately way too easy to not realize that communication is falling short of your organization's needs. Often senior managers sincerely believe they are adequately communicating with employees. However, managers can easily underestimate the number of issues on which employees need information and how much information they need.

How do you know what is important to employees and what to tell them? You need to put yourself in the position of the employees. If you were that person, what would be important for you to know to do your job? What would you be worried about in the current situation? What information would help you deal with change? How would you want to be told? You can't answer those questions yourself. You need input from the very people you are trying to understand. Communication is a two-way street--listening as well as talking. Asking a few individuals what is being said, what people are worrying and wondering about.

Also be aware that the way a person receives news can dramatically affect how he or she feels about it, so you need to choose the medium very carefully. E-mail can be perceived as cold and unfeeling, although it is useful for routine updates that don't have emotional overtones. Many messages are better delivered in person, either to individuals or to the team as a whole.

Communication skills take practice. Always be sure the message remains honest, clear and compassionate. Have integrity and build trust. Don't say what you don't mean. Don't promise anything that you cannot or will not fulfill. Above all, follow through on your commitments and promises. Nothing turns employees off more than feeling betrayed. Sincere, caring, and constant communication will form the basis for building employee engagement throughout Six Sigma deployment.

Peter Peterka is a Master Six Sigma Black Belt for Six Sigma us and has implemented Six Sigma in a variety of organizations. For additional information for Six Sigma Training and Six Sigma Consulting please contact Peter Peterka at http://www.6sigma.us/

Peter Peterka is the principal Six Sigma Consultant in practice areas of DMAIC and DFSS. Peter has over 15 years experience including implementation of Six Sigma in Healthcare with a variety of organizations. For additional information please contact Peter Peterka at Six Sigma us.

Six Sigma Tools

Statistics are at the heart of Six Sigma’s powerful methodology for quality improvement. It pays to get to know some of the most important of the Six Sigma statistical tools.

Control Charts

The control chart is the fundamental tool of statistical process control; a proven technique for improving productivity. It monitors the variation of key characteristics and indicates the range of variability that is built into a system. Control charts provide diagnostic information about process capability that can be used to analyze variation in process data to demonstrate whether a process is operating consistently. The bounds of the control chart are marked by upper and lower control limits that are calculated by applying statistical formulas to data from the process. Data points that fall outside these bounds represent variations due to irregular causes, which can then be identified and eliminated. Control charts are effective in defect prevention and will help ensure that your process performs consistently. From them, you can, in a precise manner, monitor, control, and improve on process performance over time. This will allow you to be able to predict fluctuations, lower costs and ensure the process has a higher effective capacity.

Failure Modes and Effects Analysis (FMEA)

FMEA is a powerful structured approach that helps you to identify and counter weak points in the early conception phase of products and processes. Using FMEA allows you to analyze any system or subsystem in manufacturing or service industries in the early stages of the process. This systematic methodology identifies potential failure modes in a system caused by either design or process deficiencies. It also identifies critical or significant design or process characteristics that require special controls to prevent or detect failure modes. FMEA improves the quality of products and services and processes by preventing problems from occurring. It documents and tracks action taken to reduce risk while it integrates with the DMAIC methodology.

Histogram

A histogram is used to graphically summarize the distribution of a data set. A histogram is constructed by dividing the range of data into equally sized segments. This data tool enables you to quickly and easily answer several important questions: what distribution does the data have? What is the most common system response? Is the data symmetric or does it contain outliers?

Pareto Chart

A pareto chart is used to graphically summarize the relative importance of the differences between groups of data. A pareto chart is constructed by dividing the range of data into groups. The vertical axis of the pareto chart is the cumulative percentage, and the horizontal axis of the pareto chart is the groups of response variables. Unlike the histogram, the pareto chart is ordered in descending frequency magnitude. The Pareto Chart allows you to focus your efforts to achieve the greatest improvements by identifying the largest issues facing the process. It identifies the 20% of sources that are causing 80% of the problems.

Peter Peterka is President of Six Sigma us. For additional information on Six Sigma Black Belt or Minitab programs contact Peter Peterka at http://www.6sigma.us He is the Principal Consultant in practice areas of DMAIC and DFSS. Peter has eleven years of experience performing as a Master Black Belt, and has over 15 years experience in industry as an improvement specialist and engineer working with numerous companies, including 3M, Dell, Dow, GE, HP, Intel, Motorola, Seagate, Xerox and even the US Men's Olympic Team. For partial list look here. Peter is a certified a Master Black Belt and holds an MS degree in Statistics from Iowa State and a BS in Chemical Engineering from Purdue. Peter worked for 3M over 10 years where he gained extensive experience applying Sigma Methodologies to a variety of processes.

Peter has successfully developed Six Sigma deployment strategies and training for Product and Process Development, Manufacturing and Business Process Improvement. His broad experience across many technologies helped him gain insight on how to apply Six Sigma methods to Business Processes.