What is a Black Belt?

Author: Thomas Pyzdek

Source: ezinearticles.com



Who are they and what do they do?

I'm often asked about the term "black belt" as it relates to six sigma. What,, quality control, precisely, is a black belt? Where did the term originate? For that matter,, quality control, where did the term "six sigma" originate? And, while we're on the subject, what's a green belt or master black belt?

Let's start with the term "six, quality control, sigma." In a conversation with Ed Bales of Motorola, quality control, University, I learned that, quality control, Motorola coined the term in 1986. As those who have worked in quality, quality control, for a while know, this term has statistical roots in the technique known as process capability analysis. Prior to the Japanese industrial invasion of U.S. markets, quality practitioners were happy with three sigma quality, which translates to about three errors or defects per 1,000 items for processes in a state of statistical control. Motorola discovered that its processes weren't in statistical control--estimates based on field failure data indicated that Motorola's processes apparently drifted by an average of 1.5 standard deviations. In a conversation with ex-Motorola trainer Mikel Harry, I learned that he considers the Cpk index--which measures short-term process variability under statistical control--worthless. Harry prefers the Ppk index, which measures actual performance, quality control, rather than process capability. (Note that many experts, including me, disagree strongly with Harry on this issue.) In any case, before computing expected process failures,, quality control, Motorola adds this 1.5 standard deviation, quality control, . Thus, when we hear that a six sigma process will produce 3.4 parts-per-million (PPM) failures, we find that this PPM corresponds to the area in the tail beyond 4.5 standard deviations above the mean for a normal distribution.

Motorola also adopted the terms "black belt" and "green belt." For my book The Complete Guide to Six Sigma, I did extensive research into what employers expect of, quality control, people with these titles. Here is a summary of these various responsibilities:
Master black belt--This is the highest level of technical and organizational proficiency. Because master black belts train black belts, they must know everything the black belts know, as well as understand the mathematical theory on which the statistical methods are based. Masters must be able to assist black belts in applying the methods correctly in unusual situations. Whenever possible, statistical training should be conducted only by master black belts. If it's necessary for black belts and green belts to provide training, they should only do so under the guidance of master black belts. Because of the nature of the master's duties, communications and teaching skills should be judged as important as technical competence in selecting candidates.
Black belt--Candidates, quality control, for technical leader (black belt) status are technically oriented individuals held in high regard by their peers. They should be actively involved in the organizational change and development process. Candidates may come from a wide range of disciplines, quality control, and need not be formally trained statisticians or engineers. However, because they are expected to master a wide variety of technical tools in a relatively short period of time, technical leader candidates will probably possess a background in college-level mathematics, the basic tool of quantitative analysis. College-level course work in statistical methods should be a prerequisite.


Six sigma technical leaders work to extract actionable knowledge from an organization's information warehouse. Successful candidates should understand one or more operating systems, spreadsheets, database managers, presentation programs and word processors. As part of their training they will be required to become proficient in the use of one or more advanced statistical analysis software packages.
Green belt--Green belts are six sigma team leaders capable of forming and facilitating six sigma teams and managing six sigma projects from concept to completion. Typically, green-belt training consists of five days of classroom training and is conducted in conjunction with six sigma team projects. Training covers facilitation techniques and meeting management, project management, quality management tools, quality control tools, problem solving, and exploratory data analysis. Usually, six sigma black belts help green belts choose their projects prior to the training, attend training with their green belts and, quality control, assist them with their projects after the training.


Although the martial arts terms described above are common, they are by no means universal. Companies and consulting firms often create their own titles to describe the work done by these technical leaders, quality control, .

Unfortunately, there is no standard describing the body of knowledge people with these titles must master, let alone licensing or certifying credentials. Today, obtaining recognition as a six sigma expert involves little more than plunking down six-digit sums of money, quality control, to attend six sigma training offered by consulting firms. Exactly what these "experts" actually know about the subject is a mystery. However, this is changing with the formation, quality control, of a new quality organization,, quality control, the International Quality Federation (IQF). One of its first activities is the development of a certification program for six sigma black belts. The IQF plans to offer the certification examination online through its Web site at www.iqfnet.org. The IQF does not offer six sigma products or services, so it can focus on the requirements objectively.

Thomas Pyzdek, and his team of expert associates can help you meet your organization's quality and process improvement goals. Support includes consulting, training, and coaching for your entire team, from executives to the change agents working in the trenches. Pyzdek is Author of numerous books, including The Six Sigma Handbook. He has worked with large and small organizations around the world for over 40 years in industries as diverse as health care, call centers and high tech manufacturing. Pyzdek also offers Six Sigma Training and certification. Training is provided in live, online, or blended formats.

Revealed! Group Dynamics, Potential Conflicts, Strengths, And Challenges Undressed!

Author: Linda Finkle

Source: isnare.com



So, Jane and Bob are once again leading a project. This time, they want to make sure they have a, quality control, team that is more productive and has less challenges and conflicts.

There's the million-dollar question.

How do you build a "better" team?

First, Jane and Bob need to understand that putting together, quality control, an effective and productive team is, quality control, more than just grabbing available bodies ("Jim, you doing anything for the next 6 months?") and assigning tasks and roles.

Fortunately, Jane and Bob have the option to hand pick their team members. They start with the following:

--> Define a clear objective/goal for the team and the corresponding metrics to know when the objective/goal has been met. Define the tasks to be done and the roles in the project

--> Assess staff to determine each person's strengths

--> Build the team and assign staff to tasks, quality control, based on the individuals' strengths

Start out strong.

When assessing strengths, look at

--> Who is a starter? This the person you want leading the team - he'll get everyone, quality control, going.

--> Who has that exceptional attention, quality control, to detail? This is the person you want to be in charge of actually getting things done.

--> Who has outstanding analytical skills? This person belongs at the beginning of the project so that she can help get it moving, but her role should end there - she would be bored with the actual implementation.

--> Who is a cheerleader? A cheerleader can be a great asset if you have a tight schedule and absolutely need to keep everyone firmly focused and on track.

--> How long is the project going, quality control, to take? Along with that, you'll want to factor in the team members' individual boredom, quality control, quotient.

Tackle those conflicts to the ground.

Now you have a project with clearly defined tasks and roles, and you've selected team members based on their strengths and how those strengths correspond to the project's needs. Is that it? Does it run smoothly from there? Not always. Jane and Bob have a great team, but they have to keep an eye out for conflicts and challenges that may (and could likely if they don't, quality control, watch out) come up.

Potential conflicts include:

--> asking a starter personality to do the quality control at the end and handle details. The starter sees things at a distance of 50,000 feet; by asking him to handle details, you're requiring him to also, quality control, see at 1,000 feet. He can't do it.

--> asking, quality control, a starter personality to be on this project for an extended period of time. He'll get bored and will lose interest and energy. Eventually, he'll become increasingly less productive. There goes your project.

--> using get-along Suzie (the person who does what's asked and never questions anything) to lead the project. For a leader, you need a big thinker, a person who asks tough questions initially, so that you save time later on by not having to recreate/redo work.

--> creating a team of queen bees - you need more worker bees.

--> not clearly defining roles and responsibilities. By not making it very clear up front what each person's responsibilities on this project are is an easy way for people to not accept responsibility or take ownership.

--> not knowing what kind of person you need to lead the project. For example, if you have a short time frame, you may want a more authoritative/decisive leader - one who is decisive, quality control, and direct, takes charge, delegates responsibility. Or you may need a persuasive leader - one who builds teams effectively, delegates authority, responsibility and tasks, and influences through determination

By starting out from the very beginning with a clear definition for your project, what's, quality control, needed, and how your team members will fit those needs, you'll find that your project starts smoother, runs efficiently, and finishes successfully.

Jane and Bob are on to the next project!