How well do you understand the human aspect of Six Sigma?
You’ve learned about Six Sigma’s focus on improving quality. You may be familiar with some of the statistical tools and analytical models that project teams use to improve processes.
But Six Sigma is about more than using advanced analysis and statistical methods to solve problems. Statistical tools and analytical models are only as effective as the people who use them. Therefore, human beings, not tools or models, are what really make Six Sigma projects successful.
The belt system helps Six Sigma members understand their responsibilities and coordinate their work. To understand what makes a Six Sigma team work well together, it is important to become acquainted with the belt system.
Like belt rankings in the martial arts, the Six Sigma belt system gives individuals different levels of authority and different responsibilities based on their training and experience.
Six Sigma White Belt – This is the first level of Six Sigma knowledge. White Belts complete several hours of Six Sigma training that helps them understand the basics of Six Sigma and promote it within the organization. White belts appear anywhere on the organization chart, from front-line workers to corporate executives.
Six Sigma Yellow Belt – When needed, Yellow Belts act as extra sets of eyes and hands for Six Sigma project teams. They help create process maps and gather data. They get 10 to 15 hours of Six Sigma training in the classroom that helps them contribute in this manner to the project team.
Six Sigma Green Belt – Green Belts are the backbone of a successful project team. They do most of the project’s day-to-day work and are chosen because they fully understand the process that is being improved. Green Belts usually spend 25-to-50% of their time devoted to Six Sigma projects.
Certification bodies and companies differ on Green Belt certification requirements. Employees must receive classroom training, pass a written exam and, most importantly, serve on a Six Sigma project team.
Six Sigma Black Belt – Six Sigma is a full-time job for Black Belts. Black Belts typically rise from the ranks of lower belt levels and have gained experience from previous Six Sigma projects. To certify as a Black Belt, candidates must pass a written exam and successfully complete two Six Sigma projects.
Black Belts are masters of statistical analysis and process improvement. As project team leaders, they must have good people skills and be able to help employees with different backgrounds and perspectives work well together. Black Belts not only lead project teams, but teach team members and instill Six Sigma principles throughout the organization.
Six Sigma Master Black Belt (MBB) – The MBB is the highest Six Sigma belt ranking, and it has the most demanding certification requirements. Master Black Belt certification calls for five years of experience as a Black Belt and successful completion of at least 10 Six Sigma projects.
Master Black Belts nurture Six Sigma efforts from the top down. They play a critical role in communicating with senior executives to gain support and resources for Six Sigma projects. MBBs mentor and teach lower belt levels, and are always looking for opportunities to improve the organization using Six Sigma.
A strength of the Six Sigma belt system is its mobility. Employees can begin as a White Belt and advance as far up the hierarchy as their interests and abilities take them.
Understanding the belt system can help you understand how Six Sigma manages and organizes people.
Always remember: People are the most important element of Six Sigma.
