Five Elements to Consider When Developing Master Black Belts

In a Six Sigma implementation, the initial focus is typically on training in-house Black Belts and Green Belts to work on projects that support the business strategy and, in the process, demonstrate the efficacy of the methodology. At this stage, program oversight and mentoring – the typical Master Black Belt role – is often provided by consultants. The longer-range vision usually includes development of such expertise within the organization.

Once a critical mass of Green Belts (GBs) and Black Belts (BBs) have been reached, and leadership is convinced of the value of their projects, the internal development of Master Black Belts (MBBs) becomes a higher priority. However, this phase of the transition from consultants to in-house expertise must be carefully managed to ensure the long-term health of Six Sigma within the organization.

There are five primary elements that must be addressed prior to launching in-house MBB development:

1. Leadership perception of the MBB role
2. Deployment structure
3. Candidate selection
4. Curriculum content
5. Demonstration criteria (abilities and responsibilities)

Leadership Perception of the MBB Role

By definition, MBBs are expert problem solvers who manage resources to help deliver the business strategy. This experience and knowledge should be highly sought after as executives scour the organization for top talent. However, if the leadership team does not recognize the skill set that the MBBs possess, individuals may not receive the promotional opportunities that they deserve. If there is no formal role definition or approved career path for MBBs, the situation will be even worse. The risk of not addressing this element is the loss of skilled talent to outside firms, as well as the loss of the financial investment made for the training and development of those individuals.

Recommendations:

a. Communicate directly with the executive leadership team to explain the value of MBB resources to the organization. Gain their buy-in to support formal human resources (HR) definitions for all Six Sigma roles.

b. Collaborate with HR on the development of documented requirements and responsibilities for each Six Sigma role. Include definitions of specific rewards and recognition, such as salary grades, bonus potential and stock options.

c. Work with HR to create formal career paths for Six Sigma practitioners at all levels.

Deployment Structure

For lower-level Six Sigma practitioners, the diffused deployment model – BBs and GBs working projects within their functional areas – is the most common. However, MBBs may be deployed at a local, divisional or even corporate level. The appropriate decision is organization-specific, with pros and cons for both the centralized and de-centralized approaches to MBB deployment. The risk associated with not defining the deployment structure up front is mismatched resources, e.g., inadequate numbers of MBBs to support the BB and GB community.

Recommendations:

a. Develop guidelines for ratios of GBs to BBs to MBBs, and determine staffing needs accordingly. For any mentoring relationship – whether it is BBs mentoring GBs, or MBBs mentoring BBs – it is very difficult for mentors to manage more than 20 active mentees at any given time and still fulfill their other duties. This number is a guideline only; more complex projects or programs of projects will reduce the recommended ratio significantly.

b. Assess the value and risks associated with MBBs reporting through a centralized quality organization vs. MBBs in operational roles. Recognize that the most desirable structure may change over time, as the organization evolves.

c. Work with operational and executive leadership to determine the appropriate solid-line and dotted-line relationships, and incorporate them into the HR definition for the MBB role.

Candidate Selection

Ideally, the training and development of internal MBBs is an investment that realizes significant added value as these people are promoted into leadership and executive roles. The risk associated with not defining candidate selection criteria up front is a waste of this investment if the MBB candidate is not ultimately suited for the role.

Recommendations:

a. Allow only leadership-nominated individuals into MBB training. Given the potential for promotion possessed by a trained and experienced MBB, it is not recommended that an organization allow self-nomination for MBB training. MBB candidates should be nominated by staff at an appropriate level of the organization to determine whether a candidate has high potential. It is crucial to consider more than simply technical proficiency for an MBB candidate, because the role will involve change management skills, leadership, influencing capability and communication with executive leadership.

b. Clearly delineate MBB candidate expectations at the onset, including a contract specifying the required time in the role. This is important for three reasons: 1) the time required to develop an effective MBB, 2) the size of the investment required and 3) the limited numbers of MBBs in the organization, which makes it difficult to backfill roles quickly.

c. Define MBB candidate prerequisites early in the process. Decisions must be made as to requirements in the following areas:

◈ How many seats will be available in the MBB class? (Given the nature of the course, small interactive classes are preferred – typically 10 or fewer participants.)

◈ Is documentation of BB certification required? If so, what does certification documentation entail – completing a course, passing a test, completing projects, a specified duration in the role?

◈ How many projects must the MBB candidate have successfully completed as a GB? As a BB?

◈ How many projects must the MBB candidate have mentored successfully to completion as a BB? Is there a requirement of GB vs. BB projects?

◈ How will MBB candidates external to the organization be handled? Will they be required to take a test prior to admission? Take the in-house BB course? Present to a selection panel? What level of documentation for project proficiency is required for them?

◈ Will the MBB candidate be required to bring a project to the training class?

d. Formalize the application process for MBB candidates, including web-published guidelines and an application form with appropriate submittal timing defined. No application should be accepted without prior leadership nomination.

e. Create a review panel consisting of both quality professionals and executive leadership to screen and select candidates. The MBB candidates should be required to present their credentials to the review panel, if possible.

Curriculum Content

MBBs are expected to be masters of the technical aspects of Six Sigma, such as statistics, statistical tools and project management execution. However, if the MBB role is considered strategic to the organization, then the expertise must extend beyond the technical tools of the trade. The curriculum for an MBB course must be designed to fit the requirements of the organization and the vision for the role MBBs will play as they progress down the future career path. By not giving careful consideration to the MBB curriculum content, organizations run the risk of the developing MBBs who are not educationally prepared to fulfill the requirements of their position.

Recommendations:

a. Review current proficiency requirements for Six Sigma practitioners from industry groups, such as the Six Sigma Body of Knowledge available from ASQ. Tools and methodologies for Six Sigma application are not static, so research on current trends is advised.

b. Decide up front if the MBB course content will be designed around industry standards, or focus on the customized needs of the organization. For example: In a transactional business, should an MBB be proficient in response surface designs, or not?

c. Create a panel of quality professionals to determine specific content for each element of the MBB course, including the depth of knowledge required. (For example, Bloom’s taxonomy of learning domains provides knowledge-level criteria). Recognize that MBB courses often have as much or more emphasis on leadership, coaching/mentoring and financial analysis as they do on technical tools.

d. Ensure that the MBB course includes high-profile speakers from both within and outside the organization. If possible, schedule the CEO to speak to the class.

e. Allow the curriculum to drive the duration of the course. Do not establish an arbitrary criterion of course timing, such as a four-week training course over three months, and then fill open time blocks with extraneous material. By definition, such an approach violates the Six Sigma best practice of effectiveness before efficiency.

Demonstration Criteria (Abilities and Responsibilities)

Attending an MBB course does not guarantee the development of a successful MBB. Content understanding must be combined with demonstrated proficiency to prove that the person is truly a “Master” Black Belt. A clear list of demonstration criteria is an important element of successful MBB development. The risk associated with not defining demonstration criteria is inconsistency in the definition of who is and is not an MBB in the organization. This inconsistency inevitably will lead to lax standards and a lessening of the perceived value of the MBB role.

Recommendations:

a. Ensure that a candidate who has been selected for the MBB course is identified as an “MBB-in-training” (or something similar), until proficiency is demonstrated.

b. Create a certification review board to assess the proficiency of the MBBs-in-training and determine the point at which they officially become MBBs.

c. Ensure that the elements of the MBB roles and responsibilities document are reflected in the certification criteria.

d. Identify whether or not the organization culture values a formal, post-course certification exam to demonstrate knowledge of the curriculum content.

e. Define specific project and program management success criteria. Decisions must be made in the following areas:

◈ Should MBBs be required to lead their own projects to successful completion, above and beyond project completion requirements of the BB role? Should MBBs be required to lead multiple individual projects? If so, how many?

◈ Is the successful management of a deployment initiative required for MBB certification? For example, must the MBB lead a suite of BB/GB projects that impact a scorecard metric in order to be certified?

f. Define specific requirements for coaching and mentoring. Decisions must be made in the following areas:

◈ How many projects must an MBB-in-training coach or mentor to be considered a full-fledged MBB? Is there a mix requirement between BB and GB projects, or between projects with discrete output data and those with continuous output data? Note: Be aware that the mentoring requirement will likely have a significant impact on the time required for an MBB to become certified.

◈ At what point can the MBB-in-training claim a mentored project? Must it be completed and closed, completed but not yet closed, or just in the Control phase?

g. Define specific requirements for training that the MBB candidate is expected to deliver. Because MBBs are often described as coaches and mentors, there is typically a requirement to serve as a lead trainer in one or more modules of a GB or BB course. However, it is recommended that the training requirement be defined as either developing or delivering a course module. Also, be sure to let the MBB candidate decide which aspect to accomplish; there are often MBBs-in-training who are technical experts and great team leaders, but who also may be highly ineffective as course instructors. The point of having a training specification for MBBs is to allow them to demonstrate their knowledge of a topic, which could be just as well accomplished by creating material as by delivering it.

The decision to begin training in-house MBBs is a significant milestone in the Six Sigma journey. Doing the up-front development work outlined in the five elements described above will provide a strong foundation for an organization as it moves from external support to internal expertise.

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Top Ten Six Sigma Black Belt Candidate Qualities

Whether you are a process owner, Master Black Belt or Champion, you will at some point need to interview candidates for an open Black Belt position. Or, you may be a Green Belt or quality engineer with aspirations of someday working full-time as a Six Sigma Black Belt. What should you look for in a Black Belt candidate or how should you develop yourself for a Black Belt position? This article will address these questions.

The Role of the Six Sigma Black Belt

Six Sigma Black Belts are most often referred to as change agents, and there is no doubt that the Black Belt role is a leadership position within an organization (please note that I intentionally did not say “within the quality department or Six Sigma organization”). Black Belts are full-time Six Sigma project team leaders responsible for implementing process improvement projects (DMAIC [Define, Measure, Analyze, Improve, Control] or DFSS [Design for Six Sigma]) within the business. Black Belts are knowledgeable and highly skilled in the use of the Six Sigma methodologies and tools, as well as facilitation and change management, and lead subject matter experts to increase customer satisfaction levels and business productivity.

Read More: IASSC Certified Lean Six Sigma Black Belt (ICBB)

Black Belts have typically completed four weeks of Six Sigma training, and have demonstrated mastery of the subject matter through the completion of project(s) and an exam. Black Belts coach Green Belts and receive coaching and support from Master Black Belts. It is generally expected that a Black Belt will move into a Master Black Belt or significant business role after the Black Belt assignment is completed in 18 months to three years.

Six Sigma Black Belt Qualities

So, what should you look for in your next Black Belt? Here is my personal top ten list. You will notice that I bulletized the list instead of numbering it. This was done on purpose, as a numbered list usually indicates that one point might be more valuable than another. In this case, all ten qualities are considered essential and should have equal weighting.

• Customer Advocacy. Black Belts should readily communicate the understanding that customers are always the recipients of processes, and that customers (both internal or external) are always the final judge of product or service quality. Understanding customer needs (“CTQs,” although they may not know the Six Sigma language yet) is the key to process improvement. Hence, a Black Belt candidate should speak clearly about how eliminating process variation is a key to business improvement.
• Passion. No cold fish are welcomed in Six Sigma. Black Belts must be self-motivated, have initiative, and have a positive personality. At times they are expected to be a cheerleader, to pick up the team and help them move forward productively. Passion also gives them fortitude to persevere, even when the going may get tough on a project.
• Change Leadership. Black Belts have demonstrated performance as a change agent in the past, regardless of their job duties. During the interview, ask them how they challenged the status quo in their last role. They didn’t?…well, they may not be the right person for your Black Belt position. Changing the organization and how business is accomplished may upset employees; change agents and change leaders have a way of accomplishing positive change while engendering support for the change.
• Communication. Black Belts are effective communicators, which is essential for the many roles they serve: trainers, coaches, and mentors. Black Belts should be able understandably speak to all audiences (from shop floor employees to executive management). Understanding the various needs of audience members and tailoring the message to address their concerns is the mark of an effective communicator. Once a Black Belt has these qualities, creating Power Point presentation slides (a requirement in corporate America, right?) is a snap.
• Business Acumen. Black Belts are business leaders, not the quality managers of the past. As such, they should have business knowledge and the ability to display the linkage between projects and desired business results. How is a project making the company stronger competitively and financially? You can ask questions during the interview to determine if the Black Belt candidates have made this connection in their prior roles.
• Project Management. Six Sigma is accomplished one project at a time. We should not lose sight of the fact that the Black Belt must manage projects from scope, requirements, resources, timeline, and variance perspectives. Knowledge of project management fundamentals and experience managing projects are essential.
• Technical Aptitude. The Black Belt candidate need not be an engineering or statistical graduate, but in some cases this is beneficial – provided the other top ten qualities listed are also present. In all cases, a Black Belt is required to collect and analyze data for determining an improvement strategy. Without some technical aptitude (computer/software literacy and analytical skills) the Black Belt will be frustrated in this role.
• Team Player and Leader. Black Belts must possess the ability to lead, work with teams, be part of a team, and understand team dynamics (forming, storming, norming, performing1). In order to effectively lead a team, a Black Belt must be likeable, get along with people, have good influencing skills, and motivate others.
• Result Oriented. Black Belts are expected to perform and produce tangible financial results for the business. They must be hard working and quick to demonstrate success.
• Fun. Black Belts should enjoy their jobs if they are passionate about them. By having fun, you encourage others to do the same.

Qualities that Did Not Make the Top Ten (But Are Important)

• Trust and Integrity. It almost goes without saying, but if I didn’t list these two qualities someone would have emailed me. These are requirements and are non-negotiable.
• Deep Process Knowledge. Six Sigma involves having a team of subject matter experts working to eliminate defects and improve a process. Obviously, someone on the team must have a deep knowledge of the process being investigated. This does not have to be the Black Belt, but it can be.
• Been There, Done That. Sometimes a team gives credibility to a Black Belt that has “been through it.” When the team is forming, this can help accelerate the acceptance of the Black Belt, but it’s not a requirement.
• Knows Six Sigma, ISO, TQM, Etc. Remember, you are building your business leadership pipeline one Black Belt at a time. Having a specific and detailed knowledge of Six Sigma is not a prerequisite – they will go through training; having the top ten list of qualities for a Black Belt (listed above) is.
• Diverse Work Experience. This will enable the Black Belt to appreciate more than just one aspect of a process improvement project. For example, if Black Belts are fresh out of a statistics college program, they are likely to predominantly utilize newly acquired skills and tools. Black Belts with a diverse background can appreciate projects and issues more holistically.
• A Degree. While having a degree supports the idea that a person has developed independent thinking skills, not having a degree does not imply that the Black Belt candidate does not have independent thinking skills. This quality is very debatable as I have seen excellent Black Belts with and without degrees.

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What is the Difference Between Six Sigma and PMP Certification?

Motorola developed a business management strategy termed Six Sigma to enhance the quality of process outputs in 1981. Six Sigma uses analytical methods to help recognize and eliminate the roots of errors.

Although six sigma is utilized across many industries, it’s been fundamentally adopted by Manufacturing and Financial Services. Organizations that sponsor six sigma train and certify individuals to be masters in these methods. These professionals are named Green Belts, Yellow Belts, Black Belts, and Master Black Belts.

The Project Management Institute (PMI), a non-profit organization, introduced the Project Management Professional (PMP) Certification in 1984. The PMP includes 42 processes that can be utilized to promote the success ratio of projects.

Over time, Six Sigma and project management have established successfully at turning around struggling businesses or making good organizations even great.

Both center specialized approaches to generating better business outcomes. They approach this goal in different ways.

Six Sigma is a methodology designed to identify defects and variation in a process. By practicing Six Sigma tools and techniques, an organization can overcome mistakes, reduce costs, boost efficiency, deliver better products and services and become more competing in the marketplace.

Project management entails creating and executing projects that complete on time, within budget and with an outcome that matches the primary business goal of the project.

Employees who become skilled at Six Sigma earn certifications at different color-coded levels. Those who want to become experts in project management typically get a Project Management Professional (PMP) certification through the Project Management Institute.

Achieving either certification can benefit elevate an employee's position within an organization and address them more attractive job applicants for leadership jobs.

Six Sigma Certification

Six Sigma certifications help professionals in leadership positions. Professionals earn Six Sigma certification at different levels designated by color-coded belts. They are White Belt, Yellow Belt, Green Belt, Black Belt, and Master Black Belt.

To achieve a Six Sigma certification, an applicant require to meet experience requirements, clear a written certification exam and evidence hands-on competency. Below we have listed Six Sigma certifications:

◈ ASQ Six Sigma Yellow Belt (CSSYB) Certification
◈ ASQ Six Sigma Green Belt (CSSGB) Certification
◈ ASQ Six Sigma Black Belt (CSSBB) Certification

To manage a Six Sigma project, a person generally requires to have reached the Black Belt level.

Six Sigma focuses on a data-driven examination of a method that identifies and excludes errors. Its purpose is to have no more than 3.4 errors per one million opportunities. Getting there demands to leverage a broad variety of different strategies and tools, most involving a comprehensive look at every aspect of an operation. Practicing the tools and techniques of Six Sigma can help develop client and employee satisfaction and improve the entire bottom line.

PMP Certification

The Project Management Institute, established in 1969, offers the PMP certification, generally respected as the most industry-recognized certification for project managers.

A PMP certification indicates that a person has obtained expert level status in using the more than 42 tools of project management, and confirms their competence as a project manager. The PMP Exam is based on the Project Management Body of Knowledge (PMBOK) Guide, managed by PMI, which includes standardized best practices for approaching various project challenges.

To earn the PMP certification, you need to complete and pass the PMP exam. The exam consists of 200 multiple choice questions. However, 25 of the questions that are included in the PMP exam are not graded and utilized to estimate the expertise of the exam taker. The 25 questions are asked randomly throughout the exam. This excellently means that you are graded on only 175 of the 200 exam questions.

The PMP certification comes with a necessity for continuous credentials or CCR. This suggests that the certification holder requires to carry out other extra activities associated to project management to maintain the certification. These activities incorporate public speaking, analysis, writing articles, and others.

The central goal of a project manager is to increase the success rate of projects. That includes key areas such as determining goals with organizational executives, setting and staying within a budget, breaking a project into smaller segments and managing a team to accomplish those tasks, and ultimately finishing the project by a deadline and with a quality result that aligns with overall business aims.

Distinct Differences Between Six Sigma and PMP Certification

Six Sigma projects have a constant control phase, while project management centers on accomplishing a project by a specific deadline

A Six Sigma professional practices data-driven techniques and statistics to recognize and solve a challenge, while a PMP project manager utilizes standardized practices to present a project that satisfies a pre-determined goal efficiently.

A PMP concentrates on raising the success rate of projects. A Six Sigma-certified employee concentrates on finding and removing errors within a particular method.

A certified Six Sigma professional purposes of overcoming wasted time, energy and money on a definite method, while a PMP professional concentrates on how to plan and lead a project.

Choose Between PMP Certification and Six Sigma Certification

The best choice depends on your prevailing position or the job you are looking for and your long-term career aims. If you want to be a project manager, the PMP designation directly confirms your competence and dedication to serving in this role. At many organizations, this certification is compulsory for project managers.

Six Sigma certification is required for professionals working in or seeking quality assurance positions in industries, spanning manufacturing and finance that are valuable users of Six Sigma. As with PMP certification, Six Sigma certification can expand your job opportunities and present you with knowledge and skills that enable you to execute your job properly. Also, your salary rises with each level of Six Sigma certification.

Though, that deciding which certification to earn often isn’t a Six Sigma vs. PMP proposition. They supplement each other, and many professionals prefer to earn both.

How Six Sigma and PMP Certification Work Together

Six Sigma certified professionals can avail from getting a PMP certification, and a project manager can determine benefit with a Six Sigma certification. A Six Sigma professional is a master at finding and resolving a problem, and a PMP-certified project manager is an expert at correctly implementing the project itself. Used together, a practitioner can identify a problem and then use project management certification to assure the solution is executed most efficiently and productively possible.

Someone who has achieved a Six Sigma belt – especially those at the Black Belt level – have become masters at practicing proven methodologies to resolve a problem.

Black Belts are like business analysts; they are brought in to decide why a method is not working right or to its potential. In the beginning, they do not know what they will find. Ultimately, they manage a team that identifies the defects, eliminates them and generates a sustainable, reliable method.

Eventually, employing professionals with both Six Sigma and project management certification may explain a great benefit for any organization. And for the individuals themselves, achieving both certifications can better make them more qualified for high-level positions while working directly on setting and accomplishing strategic business goals.

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