Page 56 - Six Sigma Demystified

Chapter 2 d e v e lo p i n g t h e t r a i n i n g a n d d e p loy m e n t p l a n 37

of green belts before the black belts; this can be a mistake because it delays ef-
fective use of the training by the green belts until the black belts are available
for project teams. A better approach is to merge the green belt training into the
first week of black belt training. This provides a cost benefit as well as a shared
experience between the black belts and green belts assigned to their teams.
Team members assigned to the initial projects thus are exposed to the Six
Sigma principles as the projects begin.

KSA Requirements for Black Belts

An important but not comprehensive role of a Six Sigma black belt is that of
technical expert in the area of Six Sigma methods. This expertise allows a black
belt to understand the link between complex customer needs and the critical
internal process elements designed to achieve them.
While Six Sigma black belts generally are 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 organiza-
tion from a nominal 3s to a Six Sigma level of performance represents a vast
operational and organizational (read cultural) change. As such, black belts are
primarily change agents.
Knowledge of company systems and culture is often required for successful
change management in an organization. For this reason, many organizations
find it better to train black belts from within than to hire them from the out-
side. It’s not uncommon for experienced black belts to later become key opera-
tional members of the management team. Their experience working on projects
throughout the organization, with customers and suppliers, makes them
extremely valuable in strategic positions.

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 program success, or they risk undermining manage-
ment or the Six Sigma initiative. They need to exude self- confidence with-
out 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 agonize over implementing change, effective
change agents relish it. They enjoy the excitement and challenge of mak-