In addition to an individual who is brought in to lead a Six Sigma implementation, multiple people are assigned to other roles that vary from part-time focus for limited time frames to full-time deployment on a long-term basis. Learn about the various Six Sigma roles, requirements and duties.
Black Belts are the foundation of the Six Sigma organizational structure. They receive extensive training in Six Sigma methodology and principles, including the DMAIC methodology, change leadership strategies, and statistical data analysis. Generally Black Belts are assigned their full-time role for at least a year, more frequently for two years.
Black Belts typically operate at a cross-functional level, conducting DMAIC and process design projects with substantial operational impact. They may assist with developing a business group's dashboard, the set of key metrics regularly tracked to summarize operational performance. Black Belts also help business leaders understand Six Sigma concepts and apply them to their operations. For instance, a Black Belt may work with a business leader to implement appropriate performance review procedures and to properly interpret employee performance data.
A successful Black Belt must possess advanced quantitative and analytical skills, as well as an ability to understand the big picture and the varied needs of different stakeholders. He or she relies on people skills as much as on the specific tools and techniques that make up the Six Sigma toolbox. Certification is an option, and in some environments a requirement, for those holding "Belt" positions. To learn more about certification, read this article.
Green Belts receive training in the basics of Six Sigma so that they can lead small-scale projects within their own business areas. They are expected to devote a substantial amount of their time to learning and implementing Six Sigma, essentially as part of their core role. Unlike Black Belts, Green Belts typically conduct projects that are contained within one functional area of an organization, and may or may not be involved in selecting the project.
Often Green Belts are the leaders of a specific business area, such as a department supervisor or manager, although individuals in other positions such as analysts may also take on the Green Belt role. Although the required knowledge and skill base for Green Belts is not nearly as extensive as that for Black Belts, Green Belts are expected to develop a solid understanding of descriptive statistics, data and process variation, and effective project management.
Green Belts may receive guidance from Black Belts or Master Black Belts as they progress through their projects. Their projects are almost always DMAIC projects, with more advanced projects such as process design projects being reserved for Black Belts and Master Black Belts.