Page 57 - Six Sigma Demystified

38 Six SigMa DemystifieD

ing 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 distill-
ing a vast amount of technical material in an easily comprehensible fash-
ion for 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 who can clearly
and succinctly describe to the team why, for example, a designed experi-
ment 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 ca-
pable of distilling technical material. An effective communicator also
must 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 oth-
ers. The effective change agent will enlist people with concerns to par-
ticipate 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- n, a necessary part of
i
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 as-
sume 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 indi-