What is Six Sigma ? All about Six Sigma ; what is Green Belt ? What is Black Belt ?

What is Six Sigma ? All about Six Sigma ; what is Green Belt ?  What is Black Belt ?

SIX SIGMA GREEN BELT

The Six Sigma Green Belt is generally an individual who does project management or process improvement work in addition to his or her current work responsibilities. In essence, they do Six Sigma work “part-time” for their respective business unit or organization. Because Six Sigma Green Belts are project managers and project leaders, by definition they must have exceptional interactive and leadership skills. They should work well with people, be good communicators, and be comfortable working with all levels in an organization.

Six Sigma Green Belts are trained in the methods and nuances of project management. In addition, they are trained in process improvement techniques including the Six Sigma DMAIC road map for improving results. Green Belt training includes data and graphical analysis techniques as well as Lean Six Sigma process analysis tools but stops just short of the more advanced statistical tools. Training is generally about two weeks long and requires an exam and a project. Green Belts usually lead smaller projects within their business unit or perhaps support portions of larger projects led by a more experienced Black Belt. Many companies consider Green Belts future leaders for the company. The reason is Green Belts are gaining extremely valuable experience working with stakeholders at all levels of an organization. They are learning how to solve complicated business problems. And, perhaps most importantly, by digging into and understanding core processes, Green Belts are learning key areas of the business inside and out.

Six Sigma Black Belt

The Six Sigma Black Belt is generally a person who performs Six Sigma, process improvement, and project management duties full time within an organization. Because of the role and the specialized training, most likely the Six Sigma Black Belt will work on cross functional projects, not just projects within one business unit or department. Black belts not only tackle the toughest business problems but they also mentor and coach Six Sigma Green Belts. These are self-motivated individuals who love to learn and teach and help others. They are excellent communicators and because of their people skills, make very good project leaders. Black Belts deal with difficult and hard to solve business problems, thus it is imperative they have positive attitudes. Their training includes all of the Green Belt material as well as more advanced statistical analysis tools and techniques. Therefore, Black Belts must have above average analytical skills, be computer proficient, and have a comfort level with basic math and computer analysis. Many people choose the route of Black Belt as a career because they find working on a variety of projects and business challenges is a rewarding experience. Black Belts must be adept at project management and have the ability to work with leadership in developing and supporting strategic project priorities for an organization. Skilled Black Belts are highly trained and are viewed as assets for a company.

The process of Six Sigma clearly identifies important roles in any project’s success. Champions and Master Black Belts may often be the instigators of Six Sigma projects, however the implementation and success of each individual project is largely down to the work of Six Sigma Black Belts and Green Belts.

Six Sigma Black Belts

A Black Belt is a full-time change agent within the organisation. With a demonstrated mastery of Six Sigma concepts and tools, as well as a proficiency in achieving results via the Six Sigma processes, Black Belt’s are tasked with delivering high impact projects that help the organisation achieve its overall strategic objectives.

The role of Six Sigma Black Belt is best described as project management, incorporating leadership, analytical and coaching skills. Specific duties may include acting as a Six Sigma technical expert (a reference for Green Belts and team members) as well as acting as a coach and mentor to Green Belts within the team. Black Belts will often recommend high performing Green Belts for certification.

In practical terms, Six Sigma Black Belts will normally perform a ‘tour of duty’ of between 18 and two years as Black Belts within an organisation, executing numerous high value projects each year. Often viewed as a stepping stone to promotion within an organisation, effective Black Belt training is essential to the Six Sigma process.

Indeed, Black Belts are so central to the execution and delivery of Six Sigma projects that Black Belt training is often the first step for companies implementing the Six Sigma process.

Six Sigma Green Belts

The most obvious and fundamental difference between Six Sigma Black Belts and Six Sigma Green Belts is that the latter still maintain their normal job duties within the organisation.

Six Sigma Green Belts still require a high level of training and will be expected to demonstrate their proficiency in delivering Six Sigma projects – indeed Six Sigma Green Belt training often produces Green Belts who are trained to much the same standard as Black Belts.

Depending on the structure of the organisation Green Belts will serve as either part time team leaders – specifically as part of local Six Sigma projects – or part time team members. As they retain their normal duties as well, it is hoped that Green Belts will also be in a position to bring elements of their Six Sigma training into the everyday activities of the organisation as well.

In particular a Six Sigma Green Belt may be expected to:

• Recommend Six Sigma projects based on their own areas of expertise
• Act as Six Sigma champions in their local area or area of expertise
• Occasionally lead Six Sigma teams in local projects
• Teach and share their knowledge of Six Sigma tools and methodologies with project team members and co-workers
• Complete at least one Six Sigma project every six months

Again, effective Six Sigma training is at the heart of the process. Six Sigma Green Belts and Black Belts are the core of the Six Sigma process are their knowledge of the tools, skills and concepts of Six Sigma can make or break the success of the process.

Not only do smart organisations recognise this and invest in Six Sigma training (GE notably requires a large proportion of its employees to undertake Green Belt training) but increasingly, ambitious individuals are adding Six Sigma certification to their own CVs.

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What a Green Belt Should Know

Green Belts are employees of an organization who have been trained on the Six Sigma improvement methodology and will lead a process improvement team as part of their full-time job. While Green Belts do not need to know as much as Black Belts or Master Black Belts, there are many things a Green Belt should know. This list will help.

Green Belts lead Six Sigma improvement projects part time. Usually 25 percent to 50 percent of their time is spent on Six Sigma projects.

Six Sigma will become a “way of doing business” for Green Belts.

Green Belts will be able to explain why the y=f(x) formula is important for their process and business.

Becoming a Green Belt is an opportunity to gain valuable tools and experience.

Green Belts who display prowess of Six Sigma methods and produce significant benefits are usually promoted within organizations.

Unlike Black Belts, who typically lead cross-functional projects, Six Sigma Green Belts usually work on projects within their own functional area.

Green Belts receive less instruction on Six Sigma methods, tools and techniques than Black Belts. They usually receive between three and 10 days, whereas Black Belts receive upwards of 20 days.

Six Sigma Green Belts are selected by the organization’s management team.

Six Sigma Green Belts will be able to explain the Kano diagram and how it relates to customers.

Some organizations require all exempt employees to be “certified” Green Belts before promotion. Many require employees to at least undergo training.

Green Belts can be trained in classroom sessions, completely online, or a combination of the two (hybrid).

The Six Sigma Green Belt training curriculum varies from company to company.

Green Belt performance is usually evaluated in the employee’s regular performance appraisal, although some companies may provide additional incentives for completing a project or becoming certified.

Six Sigma Green Belt certification requirements vary from company to company. Typical requirements include: completion of training, passing a written or online test, and completion of a Green Belt project.

Certification as a Green Belt from one company most likely will not be recognized at another company.

Some companies require Green Belts to complete one project per year to maintain certification requirements.

Green Belts are usually instructed on the Six Sigma DMAIC methodology and a limited tool set, including basic statistics. More advanced statistics usually require support from a Black Belt coach.

Six Sigma Green Belts should expect to schedule regularly occurring meetings with their Black Belt coach to review project progress and seek advice.

Project tollgate reviews usually take place with the organization’s management team. Whether you like it or not, at some point you’ll either get kudos or a kick in the bottom for your project’s progress.

Green Belts will be able to create a histogram and pareto diagram, and know the difference between the two.

Adding Green Belt training and a project adds to what must be accomplished in the work day, but remember: productivity and benefits you gain from your project will make your life much easier later. Would you rather put out fires everyday or start preventing fires from occurring?

Not everyone on your Green Belt team is going to like the Six Sigma improvement process. Change is often difficult for people to embrace. Your leadership will play a critical role in shaping the team and the project’s outcomes.

Putting off your Six Sigma Green Belt project until tomorrow will leave you a lot of work to accomplish the day before your tollgate review. Just because your project needs resuscitation and is critical to you does not automatically make it a priority for your Black Belt. Plan ahead and stay in control of your project plan.

Managing by data is always defensible. “Gut instinct” will not be valued in the business much longer. Green Belt projects help employees “see the light.”

If you haven’t dealt with finances much in the past, your Green Belt project is an opportunity to learn basic equations, quantify project benefits, and speak the language of management.

The Six Sigma Green Belt shouldn’t necessarily know how to use every tool available. They should, however, know of the existence of tools and be able to ask Black Belts for help.

Six Sigma Green Belts will lead the data collection process of their project and validate the measurement system.

The Green Belt should expect to work on and improve their team facilitation skills.

The Six Sigma Green Belt will be able to calculate the mean and standard deviation of their process data sets.

The Six Sigma Green Belt will be able to calculate short term and long term Sigma value of their project’s process.

Green Belts are selected because they are business professionals, not Quality gurus or statistical geniuses.

Green Belts will know how to perform basic statistical tests using a statistical software package like Minitab or JMP.

Green Belts will be able to develop a charter and SIPOC for their project.

Six Sigma Green Belts will understand how to create a Cause And Effect (Fishbone) diagram to identify possible causes of process defects.

Green Belts will be able to lead brainstorming sessions with their project team.

Green Belts can make their bosses and co-workers look good by using graphs to show process improvement in a highly visible and easily understood visual form.

Green Belts can help win support for Six Sigma by preventing the defects that create so many headaches for their bosses and co-workers.

Green Belts can help overcome resistance to change by involving their co-workers in the process and leading them to data-driven solutions.

Green Belts should only start a project if there is top management sponsorship willing to commit necessary resources.

Green Belts should have a solid communication plan that is reviewed at each meeting to ensure that the right information about the project goes up, down and out to all stakeholders.

The referencing of “belts” by color is a simple and effective way of quickly understanding their skill and experience level.  Here’s a quick look at the differences.  You may have heard the reference now and then to someone who’s a bit “green” or new at something.  That’s the idea here.

A green belt is someone just learning the tips and techniques that make for good Six Sigma or Lean project execution.  They are usually cutting their teeth on a first project and have received fundamental training in Define, Measure, Analyze, Improve, and Control – the project execution building blocks.

A black belt is typically a green belt who has shown a real knack for six sigma, likes it, and has moved forward to deliver a number of projects with quantifiable results.  They also will have received additional training in deeper analysis tools (think stats) and perhaps even some instruction on change management or stakeholder influencing.

A master black belt is all the above, plus will have mentored or coached about 20 or more green belts and black belts, is even deeper on the statistics and analysis, plus is well versed in change management techniques.

The best difference, many belts become highly promotable because they are excellent business problem solvers.