Q 520. What are the different proficiency levels in Six Sigma? Explain the roles of each proficiency with examples.

 

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The Proficiency of Six Sigma Levels:

The very purpose of Six Sigma in this real world is built a culture of Continuous Improvement and different levels of six sigma cater all such requirements by defining clearly roles & responsibility at each level which differentiated by belt level. Proficiency of Six Sigma Levels – Hierarchy Pyramid as follows:

These levels are as follows:

• Six Sigma Master Black Belt
• Six Sigma Black Belt 
• Six Sigma Green Belt
• Six Sigma Yellow Belt

 

Note: Champion in this hierarchy pyramid is at the top and Six Sigma White Belt (at the bottom) is the basic tenets of 6σ philosophy.

 

Roles of Six Sigma Levels:

1.       Six Sigma Yellow Belt:

This level is considered as foundation level of 6σ methodology and its place at the bottom of the hierarchy pyramid and just above to White Belt. Basic understanding of tools & stats are addressed through imparting of various Modules like:

Ø  Basic Statistics

Ø  07 QC tools

Ø  Sometime, Advanced QC tools

Ø  Brief about Lean & its tools

Ø  RCA, Why-Why, Kaizen etc.

Major Roles:

Ø  Participate in Improvement projects as member

Ø  Using of Problem Solving Tools & Techniques   

Ø  General Purpose Control

Ø  Support to Green/Black Belt in Projects

Ø  Assist in Data-COPAI(Collection, Organisation, Presentation, Analysis, Improvement)

Ø  Root Cause Analysis

Example:

Suppose, we want to increase sales of Pizza for an outlet. Team has taken that challenge and initiated Six Sigma Black Belt Project.

Hence, Primary role of YB candidate is to COPAI (Collection, Organisation, Presentation, Analysis, Improvement) by using various tools and techniques like Checksheet, Brainstorming, Fishbone diagram, Scatter plot, Control charts, Graphs etc to draw meaningful information and assist Green Belt candidate(who is also the part of same project). Example as follows:

Pareto Analysis : Slices of Pizza vs Order Frequency

 

 

2.      Six Sigma Green Belt:

Once you are YB certified, you are eligible to up your level as Six Sigma Green Belt. GB candidates are closely associated in Six Sigma project and work under supervision of Black belt certified person. Having said that, their level is higher than YB hence they are well equipped with advanced level of statistical tools and gone through proper DMAIC methodology training.

 

Major Roles:

Ø  Compile all information and analysis by YB candidate

Ø   Support to BB in Business Impact Project

Ø  Using of DMAIC Cycle and its presentation

Ø  Using of Advanced level of Statistics tools like Hypothesis, MSA etc.

Ø  Individual GB Project as Lead

Ø  Lean advanced tools like VSM etc.

 

Example:

Continuing the same example as above – Pizza Sales

We can check whether sales: Is there any association between gender or not.

Hence, GB candidate wants to test this hypothesis by selecting appropriate hypothesis test. In this case, he selected Chi Square test and will check p-value and draw inferences.

 

3.       Six Sigma Black Belt:

This is most valuable certification in the hierarchy pyramid and typical business impact project is driven by Six Sigma black Belt certified candidate. 

In this program, BB candidate is equipped by well versed and highly advanced statistical tools and using of Minitab. Leader of teams implementing the six sigma methodology on projects.

 

 Major Roles:

Ø  Highly advanced Statistical Tools & Techniques well versed

Ø  Ability in Design Thinking

Ø  Support to GB projects and leads

Ø  Assist to MBB

Ø  Using of Statistical Software i.e. Minitab

Ø  Imparting Training to YB & GB Candidates

Ø  Help to identify Business Pain Area and GB Projects

Example:

In the same Pizza sales example: Pizza taste & Sizes are one of the significant factors. Now as Black Belt – Many factors are changed simultaneously from one run to another run and the resulting change in response is studied using statistical techniques, Hence BB will go of DOE (Design of Experiment) to determine the optimal settings of the factors to minimize/target/maximize an output.

 

4.       Six Sigma Master Black Belt:

The MBB is responsible for translating the high level business goals into a Six Sigma strategy for the division and the associate functions. He works with the deployment leader to achieve the former. They also lead the development of the Six Sigma skills in the organization, for Black Belts, Green Belts, and the general associate base.

MBB’s are responsible, together, for the success of the overall Division’s Six Sigma effort. They coordinate and lead activity on key cross-division value streams (e.g. Customer Service, Cycle Time, Research, etc). They also ensure that a culture that values openness, creativity and challenging the status quo develops in the organization.

Major Roles:

Ø  Six sigma strategy and roll-out plan in the organization/function

Ø  Manage Project of the function

Ø  Mentor Teams

Ø  Achieve Lean Six Sigma Results

Ø  Cross-Functional Leadership

Ø  Project Execution and Removing Roadblocks

 

Example:

In same example – Pizza Sales: MBB will seek the approval from Top management for the DOE Trail and associate cost. Likewise many more assistance to Top management as well as mentoring to BB.

 

The different proficiency levels of six sigma explains about who can perform what role & what needs to be dealt with in a project. At each level there is an underlying difference in terms of skills & knowledge (both business & technical) that an individual can have in order to undertake a project.

 

There are primarily six levels of proficiency in Six Sigma parlance. Each of the level is as explained below:-

 

Six Sigma White Belt : 

 

Professionals who are considered six sigma white belts have undergone a formal session with an overview of the relevant methods & tools. This extends to all the workforce of an organization. White belts usually work on local problem solving teams that support six sigma projects. For eg: a white belt can participate in a problem solving to identify the potential Xs for the project Y, assist the green belts & yellow belts in data collection, also support in solution deployment in their respective areas. However in some cases this level is not being formalized & many organizations start from yellow belt onwards.

 

Six Sigma Yellow Belt :

 

A yellow belt professional have exposure to six sigma concepts that goes beyond the fundamentals provided for a white belt. They have much deeper knowledge when it comes to leveraging problem various solving tools & they are assigned to a project as fully contributing team members. For eg: A yellow belt can lead smaller incremental improvement projects like lean A3 or Just do-it kind of stuff. They also support the higher belts in their projects, they can lead & support green belts & black belts in various facets of a project like performing fishbone analysis to identify potential Xs, leading the data collection exercise as well as piloting solution i.e. leading pilot experiments etc.

 

Six Sigma Green Belt :

 

A green belt professional either leads low complexity projects(full time) related to improving their business process or support the black belts in high complexity projects (usually 20-50% of their bandwidth). While yellow belts have a good understanding of the various problem solving tools, green belts have a comprehensive understanding of six sigma methodology & its tools which also includes various statistical methods for validating the potential Xs in terms of its impact on project Y. As an example in a black belt level project, green belts can help the project team members (who are generally yellow belts or white belts) collect & organize data for a project.

 

Six Sigma Black Belt :

 

A black belt professional typically works full-time basis in driving high complexity improvement projects. they are the main project & team leaders & guide other employees towards bringing value to the process. They are the first to mentor other belts in their respective projects. They perform training sessions, discussions or other forms of mentorship. In a mature organization you will see, several green belts working under a black belt. As an example for an improvement project that is lead by a green belt, black belt mentors & guides the green belt in executing the project. Black belts possesses knowledge on advanced statistical methods in addition to the problem solving tools & are also actively involved in change management pertaining to the high complexity cross functional projects that they are driving.

 

Six Sigma Master Black Belt :

 

This is the highest level of proficiency in Six Sigma parlance. Master black belts have the most thorough knowledge, comprehensive understanding of the methodology. They work hand in hand with the leadership of an organization & report to them the status of the improvement projects being run. They work at a strategic level & play an important role in identifying potential improvement opportunities that are relevant to the business goals. They are also the evangelist of Six sigma, spreading awareness on six sigma methodology throughout the organization by developing black belts & green belts through training & up-skilling. Also they serve as a mentor to black belts for their projects. Master Black belts have a broader view of strategy throughout a business, coordinating teams across verticals.

 

Six Sigma Champion :

 

Six sigma champion is the individual who translates the mission, vision & values into a six sigma deployment strategy that supports the business goals. As an example, a six sigma champion works closely with master black belt in identifying potential projects & also identifies the resourcing needs & removes roadblocks during the course of the projects. They are generally someone higher up in the organization like Vice President or Director.

SIX SIGMA proficiency Levels

At the design position, there are master black belts, black belts, green belts, yellow belts, and white belts. These people conduct systems and apply advancements.

·        Master Black Belt Trains and trainers Black Belts and Green Belts. Functions more at the Six Sigma program position by developing crucial criteria and the strategic direction. Acts as an association’s Six Sigma technologist and internal adviser.

 ·        Black Belt Leads problem- working systems. Trains and trainers design brigades.

 ·        Green Belt assistances with data collection and analysis for Black Belt systems. Leads Green Belt systems or brigades.

 ·        Yellow Belt Participates as a design platoon member. Reviews process advancements that support the design.

 ·        White Belt Can work on original problem- working brigades that support overall systems but may not be part of a Six Sigma design platoon. Understands introductory Six Sigma generalities from a mindfulness perspective.

 ·        Team Member A Team Member is having a special skill and help in designing new process and completion of project. 

Process Owner Takes over the project after completion and review the project on periodic basis In addition, each design needs organizational support. Six Sigma directors and titleholders set the direction for opting and planting systems. They insure, at a high position, that systems succeed, add value, and fit within the organizational plan.

·        Champion A Champion is an upper- position director who leads LSS strategy and deployment. Grounded on the objects set by administrative leadership, titleholders ensure that all enterprise to lower waste and remove blights come together in alignment with a company’s requirements for growth. backed by Master Black Belts, these directors tutor the leaders involved in LSS perpetration and track their progress. 

·        Subject Matter Expert (SME) Is an expert in a specific functional area and provide guidance on needed basis. 

·        Project Sponsor Part of senior management responsible for selection / approval of project

 

Roles & Responsibilities

Master Black Belt

A Six Sigma Master Black Belt is the loftiest position of instrument related to the Six Sigma enhancement process methodology. Master Black Belts are endured in handling complex business practices, enforcing technical programs in micro and macro associations, and moving easily and snappily between colorful aspects within associations. Master Black Belts are the individualities within the association who are responsible for tutoring Black, Green, and Yellow Belts the Six Sigma methodologies. They're also responsible for organizing Six Sigma systems within the association. Master Black Belts are also instructors, as they've knowledge that other professionals within the association may need. They will be needed to partake their knowledge and answer questions that are material to their job liabilities. With these liabilities, it's important for Master Black Belts to retain strong leadership, interpersonal and statistical chops. With the different set of chops that are present in utmost Master Black Belts, associations employ their services to apply directly and efficiently large- scale enhancement systems that will potentially ameliorate the processes within the association and save up to millions of bones annually. Master Black Belts also help ameliorate the processes within an association by conveying their knowledge and tutoring other individualities proper process enhancement chops. As they educate other individualities the Six Sigma methodologies, those individualities are incorporating their fresh Six Sigma knowledge into their current job liabilities and their assigned Six Sigma systems, which leads to fresh process enhancement and savings. Master Black Belts admit in- depth training on Six Sigma statistical tools and the process enhancement methodologies. As they gain this knowledge, they're generally anticipated to partake that knowledge by tutoring other individualities how to perform the functions of a Six Sigma design. Depending on the position of training given by the Master Black Belts, the trained individualities can earn their Black, Green, or unheroic Belts. Master Black Belts also trainer these new Six Sigma professionals during their first many systems and also remain available to give them with guidance when demanded.
 

When Master Black Belts aren't tutoring, they're organizing and overseeing the company’s Six Sigma systems. Organization of Six Sigma systems is generally executed by

 

·        establishing and following design schedules

·        estimating, validating, and measuring organizational design savings

·        gathering, monitoring, and assaying design platoon conditioning

·        resolving conflicts within the brigades and with design guests, merchandisers, and stakeholders

·        communicating on a regular base with the Project Champion and the association’s leadership and administrative platoon

·        promoting and celebrating the success of the design brigades

Benefits of being a Master Black Belt for Organization and for tone- career

·        MBB helps to set the culture of Six Sigma right from the lawn- root position in the association.

·        Black Belts are served due to the mentoring and statistical chops of MBB.

·        MBB can grow up the graduation and come the Chief Quality Officer as he gains experience and moxie in the field of Six Sigma.

Black Belts

Six Sigma black belts are most effective in full- time process enhancement positions. The term black belt is espoused from the martial trades, where the black belt is the expert who coaches and trains others as well as demonstrates a mastery of the art. In a analogous way, six sigma black belts are individualities who have studied and demonstrated skill in the perpetration of the principles, practices, and ways of six sigma for maximum cost reduction and profit enhancement. Black belts generally demonstrate their chops through significant fiscal enhancement and client benefits on multiple systems. Black belts may be employed as team leaders responsible for measuring, assaying, perfecting, and controlling crucial processes that impact customer satisfaction and/ or productivity growth.

 

Black belts may also operate as internal advisers, working with a number of brigades at formerly. They may also be employed as preceptors for problem working and statistics classes. Black belts are encouraged to tutor green belt and black belt campaigners. Implicit black belts frequently take over four weeks of instruction over a three or four- month period. Specific rudiments will differ, but all stress an understanding of variation reduction, training, and design operation. Black belts frequently admit guiding from a master black belt to guide them through systems.

 

 Black belts have the ensuing duties in their company

o   Mentor: Have a network of six sigma individualities in the company

o   Teacher Train original labor force

o   Coach give support to labor force on original systems

o   Identifier Discover openings for enhancement

o   influencer Be an advocate of six sigma tools and strategy

Benefits of being a Black Belt for Organization and for tone- career

·        BB’s are responsible for taking the process advancements to the coming position in the association.

·        BB’s are largely trained on perfecting results for the association using statistical analysis and Six Sigma tools. Hence, they've a veritably economic career path ranging from Business Judges to Reuse enhancement experts.

Green Belts

Six Sigma Green Belts aren't generally in a full- time process enhancement positions. The term green belt is also espoused from the martial trades, pertaining to an existent who has learned the introductory chops but has lower experience than black belts. Green belts must demonstrate proficiency with statistical tools by using them for positive fiscal impact and client benefits. individualities may remain green belts or, with experience, they may come black belts. Green belts operate under the supervision and guidance of a black belt or master black belt.

Benefits of being a Green Belt for Organization and for tone- career

·        GB’s have authority in their separate processes and can get the work done effectively. This is a veritably critical aspect for the association as it builds its process enhancement structure within each process.

·        For tone- career, GB’s admit exposure to elderly operation directly by virtue of the systems and get the occasion to make a difference in the association.

Team Member

A Team Member is chosen for a special skill or capability and platoon Members help design the new process. Team Members drive the design to completion. Meets regularly with enhancement platoon. Has spare Six Sigma mindfulness. Participates in applying process enhancement tools

Process Owners

Crucial processes should have a process proprietor. A process proprietor coordinates process enhancement conditioning and observers progress on a regular base. Process possessors work with black belts to ameliorate the processes for which they're responsible. Process possessors should have introductory training in the core statistical tools but will generally only gain proficiency with those ways used to ameliorate their individual processes. In some associations, process possessors may be six sigma titleholders.

Yellow Belt

Give support to Black Belts and Green Belts as demanded and supporting systems with process knowledge and data collection

Deliverables of a Yellow Belt

·        A Yellow Belt has introductory knowledge of Six Sigma

·        They don't lead systems on their own, as does a Green Belt or Black Belt.

·        YB participates as a core platoon member or subject matter expert(SME) on DMAIC design or systems. Supports Green Belt or Black Belt in developing process charts, helping with data prisoner, easing simulation, and advancements.

·        YBs may frequently be responsible for driving lower process enhancement systems using spare tools or stylish practice sharing in their processes.

Benefits of being a Yellow Belt for Organization and for tone- career

·        For any design, unheroic Belts are those individualities who are the Subject Matter Experts (SME’s) of their separate processes and also have the introductory know- style of Six Sigma. They're the spokes of a wheel and can help drive any Six Sigma process to check by using their process moxie. Organizations can greatly profit by choosing the right YB’s for the right systems.

·        For tone- career, YB’s progeny exposure of channeling their Subject knowledge to reuse enhancement openings yielding tremendous benefits for tone understanding.

Sponsors

Administrative backing is a crucial element in an effective black belt program administrative leadership sets the direction and precedence’s for the association. The administrative platoon is comprised of the leaders that will communicate, lead, and direct the company’s overall objects towards successful and profitable six sigma deployment. directors generally admit training that includes a six-sigma program overview, exemplifications of successful deployment and strategies, and tools and styles for description, dimension, analysis, enhancement, and control.

Champions

Six Sigma Champions are generally upper- position directors that control and allocate coffers to promote process advancements and black belt development. titleholders are trained in the core generalities of six sigma and deployment strategies used by their association. Six Sigma titleholders lead the perpetration of the six-sigma program. titleholders also work with black belts to ensure that elderly operation is apprehensive of the status of six sigma deployment. titleholders ensure that coffers are available for training and design completion.

Some further details and associated deliverables on the part of Six Sigma Champion

·        Training guarantors must share in available Six Sigma trainings.

·        Support give visible support for Six Sigma MBB, BB and GB’s and give access to coffers demanded to conduct the design.

·        compass Set veritably clear compass for all Six Sigma systems. insure that the design is easily defined, has a compass which can be managed within 4- 6 months, and which has high liability of success. Watch the design as it progresses to insure that the compass stays rigorously within the bounds firstly set.

·        Prospects Set high prospects on the value of the results. insure the pretensions aren'tsub-optimized. The Six Sigma process has proven in numerous cases to deliver value far beyond original estimates. Less- than-aggressive pretensions will yield less- than-aggressive results.

·        Data Challenge Experts on their Knowledge of data and the base of their conclusions.

·        Involvement guarantors are anticipated to interact with design brigades on a regular base to share in problem working, make opinions, and allocate coffers. Plan to spend at least 2 hours every other week with the design platoon.

·        Hand- over guarantors will be responsible for icing that the business takes power of the perpetration and delivers the value indicated in the Control phase. This requires a specific existent who'll enjoy the delivery of the design criteria .

·        Results Guarantors, as well as 6sigma instructors and business regulators, are responsible for icing that design results hit the nethermost line of the association.

Benefits of being a Six Sigma Champion for Organization

·        Champion set the direction of process advancements in the association. They link the benefits of the design to organizational precedence’s.

·        Champion can produce a portfolio of systems which could range from systems in client Satisfaction, Service, Cost and Quality. It provides the titleholders the visibility in the process and also showcases his capacities to top- operation to manage varied portfolio of systems.

 

Six Sigma Interacting places

Subject Matter Expert (SME)

Is an expert in a specific functional area and may be invited to specific platoon meetings but not inescapably all of them, provides guidance demanded to project brigades on an as demanded base

 

Sig sigma is a process improvement methodology to reduce process variations and thereby reduce defects. The six sigma practitioners drive projects to reduce errors, operational cost, increase efficiency leading to increase in customer satisfaction. Six Sigma expert/experts exist at every level of this improvement project implementation based on their different role and proficiency. The Six sigma proficiency levels refer to formalized structure for the skill levels within the six-sigma methodology that needs to be adopted and application of this approach. The different proficiency levels are named as White Belt, Yellow Belt, Green Belt, Black Belt, and Master Black Belt. Below is short note on the role and responsibility as qualified or expected at each proficiency level.

1.     White Belt: This is the beginner’s belt that provides the most basic introduction to the principal of six sigma and provides a foundation for those who may find it interesting to pursue further.

2.     Yellow Belt: This signifies an understanding into the basic metrics and improvement methods of six sigma, an ability to integrate these basic learnings into the smaller improvement projects. The yellow belt certified often assist a Green and Black Belts with their projects.

3.     Green Belt: They are trained in problem solving techniques, principle of DMAIC and its application by leading smaller improvement projects. They are involved in Black Belt projects with responsibilities if gathering data, executing experiments, and analysing information. They may not be experienced enough into the statistical experimental design and may need assistance of Black belt in identifying causes of process failures. At this level, an individual is expected to have the expertise in employing the DMAIC principal and complete a real-world project of improvement.

4.     Black Belt: Certified Black belt are full time professionals who lead the team for Six Sigma projects. They are trained in the core six sigma principles and an in-depth understanding of the concepts & application of DMAIC, DMADOV, lean methodology and employing of right statistical experimental design and inferences drawn to identify the causes of process failures. This level is expected to impact not just efficiency but improve business cost and finding ways to reduce unnecessary expenses.

5.     Master Black Belt:  This is highest achievement and requires inordinate amount of dedication and exceptional leadership qualities. They are the experts in the methodology, resources, and practices of six sigma and expected to identify the organization improvement opportunities to improve business cost. Using the advanced skills in problem solving, resource management and project deployment, the expectation is to bring in unnecessary cost reduction and implement leaner processes with financial benefits. They can train and certify other six sigma.

6.     Many organizations do have Executive or Champions who assumes a critical role at senior or middle executive level with the duty to understand the details of company vision, mission and metrics and use this to tailor a six-sigma plan to fit the corporation goals. Another key responsibility of the Champion is to remove the Roadblocks that could hinder the process.

 

Each project needs organizational support. Six Sigma executives and champions set the direction for selecting and deploying projects. They ensure, at a high level, that projects succeed, add value, and fit within the organizational plan.

 

Champions: Ideally Six Sigma Champions set direction for six sigma project. They ensure at high level that which projects add more value and fit into the organizational plan. Also identify resources and remove road blocks. For Example: Head of Department, Plant head and above levels are champion in organization. These people know about company’s vision, mission and organizational goals and challenges. In practical scenario these top level people are so much busy and it is difficult them to give time for project selection and giving direction. In this process, master black belts and black belts make list of projects based on KPI and data available with them and present to champions for approval and they approve. There is a risk that if these projects are not connected with financial goals of the company than real benefit of doing these project may not visible to stakeholders and stakeholders may lose interest on Six Sigma projects. So what is the Solution for the real problem?

Empower Master Black Belts and Black Belts by giving them access of organization financial data. So they can connect project with company financial goals. This can greatly help to identify meaningful projects and prioritize efforts. I experience this by doing Business Value Analysist course by Six Sigma Benchmark as explained by Mr. Vishwadeep Khatri. Below is the link for Business Value Analysist training program:

 

https://www.benchmarksixsigma.com/public-programs/business-value-analyst-public/

 

Master Black Belt, Black Belts, Green Belts, Yellow Belts and White belts are project level people. These people conduct projects and implement improvements:

 

Master Black Belt:  Master Black Belts role is to train and coaches Black Belts and Green Belts. MBB acts as an organization’s internal consultant and six sigma knowledge resources. For Example: MBB make strategy to train people on Six Sigma and identify projects based on key metrics and strategic direction. MBB review six sigma Black Belt and Green Belt projects and given them guidance for successful completion of projects. MBB is the key resources between management and project teams. On completion of six sigma training MBB conduct exam to review training effectiveness. MBB also can certify Black Belts and Green Belts if participants qualify as per set criteria. It is important that MBB should have knowledge and experience so that he can give practical examples in training and guide and motivate people.

 

Black Belt:  A Black Belt is a catalyst for change! Black Belt certification is most demanding in the Lean Six Sigma program. A deeper knowledge of DMAIC is required as a first step. Black belts manage project teams and identify the challenges and areas for improvement in line with future strategy. They will work with various groups and coach others to be team leaders. Someone on this leadership role must be highly qualified, with knowledge, experience and skill in change management, psychology and human behaviour. Black belts will better understand the team members, allow them to decide how best to use their talent. Below are the ten qualities of black belts:

1-    Good communication

2-    Courage

3-    Integrity

4-    Honesty

5-    Leadership

6-    Team work

7-    Self-control

8-    Belief

9-    Assertiveness

10- Discipline  

 

 Green Belt: Green Belts lead green belts project teams and assist in data collection and analysis for black belt projects. Green belts are very important level for six sigma projects to provide data. As Six Sigma is data base approach so data correctness is very important. Sometime black belt face difficulty that data collected by green belts or responsible person is not correct or delay in data collection. Especially data collection becomes challenging in manufacturing process and it required lot of time and effort of green belts. Green belts must understand importance of data and ensure data quality. Data is base for any decision making and it became foundation for Six Sigma projects. So there should be discipline for data collection in organization.

 

Yellow Belt: Yellow belts are potential member to become Green belt. They participate as project team member and support the projects.

 

White Belt: Understand basic Six Sigma concepts from awareness perspective. White Belts Can work on local problem solving teams that support overall projects but may not be part of a Six Sigma project teams.

 

So in Six Sigma Organization each level is important and linked with each other. In conclusion Champion set the direction, Master black belts coach Black belts and Green belts, Black belts identify projects and support Green belts, Green belts assist in data collection and help Black belts in analysis, Yellow and white belts assist green belts. So an individual can set his /her growth path by joining Six Sigma organization and grow in his carrier. Below image clearly shows levels of Six Sigma and growth path:

 

Six sigma proficiency provides an accreditation to an individual on their level of expertise in practically deploying the six sigma governing framework and the effective use of underlying tools/techniques to solve critical business problems. Typically, there are 6 levels and each is described as below. Some companies have separate teams with six sigma BB/MBB experts who are responsible to train GB/BB, mentor projects, establish six sigma governance frameworks such as targets for certified employees, exams to test knowledge proficiency. Usually each proficiency is acquired through a variety of self help online courses, instructor led class room trainings, simulations in the form of games/exercise followed with an exam and a project to test the practical application of the concepts learnt.

 

White belt: Entry level proficiency. White belt help individuals to have an understanding of six sigma, quality and its history to help them explain in layman terms, provides an overview of the different roles in six sigma implementation, understand what it means to achieve 6 sigma level of quality, an overview of the DMAIC model, basic training on various quality tools such as 5why, pareto, histogram, process maps, SIPOC, and high level understanding of value vs non value added activities as part of lean.

 

Yellow belt: In addition to the knowledge from white belt, yellow belt professionals can identify use cases where six sigma can be applied thus play a role in supporting project teams with a problem solving approach. The number of quality related tools that is taught as part of the curriculum is more compared to white belt as the DMAIC process is dealt a bit more in detail, introduction to minitab usage and understanding of graphical technique for data analysis, root cause analysis techniques

 

Green belt: At this level, the understanding is advanced and GB professionals typically have the capability to work/assist in real world practical business problems under the guidance of black belts. Usually from this level an exam and a project that clearly demonstrates usage of DMAIC concepts are mandated to pass this certification. Professionals are taught in depth concepts on DMAIC and curriculum usually follows the Body of Knowledge.

 

Black Belt: Plans and executes projects using Six Sigma principles. Black belts are experts and agents of change. They provide training in addition to leading projects. The Certified Lean Six Sigma Black Belt is a professional who can explain Six Sigma philosophies and principles, including supporting systems and tools. A Black Belt showcases team leadership, understand team dynamics, and assign team member roles and responsibilities. Black Belts have a thorough understanding of all aspects of the DMAIC model in accordance with Six Sigma principles. They have basic knowledge of lean enterprise concepts, are able to identify non value-added elements and activities, and are able to use advanced analytical tools. The BB training is extensive usually spread across 2 weeks of dedicated trainings, lot of practical simulations and concludes with an exam.

 

Master Black Belt: Lean Six Sigma Master Black Belts (MBBs) lead and educate all levels of an organization in Lean Six Sigma tools and methodologies. They provide guidance to senior leaders, aligning Lean Six Sigma projects with an organization’s business plan to further drive continuous improvement and are responsible to provide strategic decisions on areas to invest as far as application of six sigma professionals are concerned to derive the maximum return of investment. Master Black Belts are inspirational leaders and innovators, always seeking new ways to align business practices with Lean Six Sigma and promote a continuous improvement culture across all processes and departments. The MBBs are trained in business impact analysis, agile leadership, business simulations, new age technologies such as AI/RPA awareness. MBB usually report to senior management and are part of crucial decision making processes in an org.

Champions: The top level senior executives who are responsible to drive lean six sigma culture throughout the org.

There are three proficiency levels in Six Sigma.

 

1)    Green Belt

2)    Black Belt and 

3)    Master Black Belt

 

Most of the companies introduced White Belt and Yellow Belt to drive continuous improvement using Lean Methodology and not necessarily using a DMAIC framework.

 

 

Green Belt:

 

Individuals who certified works within Six Sigma teams under the supervision of Black Belts or Master Black Belts. Green Belts are considered the key resource of the Six Sigma methodology because they perform all the activities required in Define, Measure, Analyze and improve under the supervision of certified Black Belts. Green Belts are trained on the following

 

·      Six Sigma roles 

·      Lean Concepts

·      Common Six Sigma metrics

·      Project Charter and team management

·      Data Types

·      Data collection 

·      Measurement system analysis 

·      Probability and the Central Limit Theorem 

·      Statistical distributions 

·      Descriptive statistics 

·      Quality tools such as Pareto charts, run charts, control charts, scatter diagrams, box plot and histograms

·      Hypothesis Testing

·      Root cause analysis 

·      Failure mode and effects analysis 

·      Minitab or Excel

 

Examples – 

 

1)    Reduction of turnaround time.

2)    Reduction or elimination of duplicate payments

3)    Reduction of defects in a manufacturing process

4)    Error reduction in Finance & Accounting processes

5)    Reduce customer complaints, customer returns etc.,

 

Black Belt:

 

Black belts are the leaders on the projects related to process improvements. They mentor Green Belts on Six Sigma projects and guide them through the DMAIC framework. Black belts training include everything listed for Green Belt in addition to:

 

·      Advanced project and team management skills 

·      Knowledge of the expansive list of Six Sigma brainstorming and project tools 

·      Intermediate to advanced statistics 

·      Process improvement using Lean methodology and Total Quality Management 

·      An ability to design processes 

·      Advanced capabilities for mapping processes like flow charts and value stream maps 

 

Examples – 

 

1)    Increase process throughput by $ xxx

2)    Reduce bulk material cost by $ xxx

3)    Reduce warranty costs by x%

4)    Reduce bad debts by x%

5)    Reduce freight cost by $ xxx

6)    Reduce process downtime and scrap

7)    Improving cash flow management by x%

 

Master Black Belt:

 

A Master Black Belt is the highest certification level achievable for Six Sigma. In business organization, Master Black Belts Supervise Black Belts and Green Belts. They are often consulted large transformation projects. They offer strategic advice and education on advanced statistical concepts, business simulation etc. They act as catalysts of change management and train others in Six Sigma methodology. 

 

Various levels tell us, who can perform what role, and usually when they can be dealt with the projects.  Professional skills, expertise and the technical lexicon vary accordingly as the expert levels up. It starts with White Belt, who has the basic understanding of six sigma concepts, more from an awareness perspective and then into Yellow Belt, were the expert participates in the project and supports green belts and black belts in achieving various milestones.

Green Belts, extensively assists with data collection and statistical analysis and leads green belt projects and teams.

Black belts have advanced lean six sigma expertise and most of the time coaches, mentors, teaches, monitors, and leads projects.

Master Black Belts works with leaders to identify gaps and select projects and is responsible for Lean Six Sigma Implementation and cultural change in the organization.

 

White Belt: Has basic understanding of six sigma concepts and methodologies.

Yellow Belt: Aware of Six Sigma Principles.

Green Belt: Uses analytical tools, DMAIC, LSS and focuses on Lean Principles. Supports black belt projects.    

Black Belt: Full time project Leader. Trains and coaches green belts

Master Black Belt: Advises on Six Sigma and trains black belts and green belts. Acts as six sigma technologies and an internal consultant to the organization.      

This was comparatively an easy one to answer. There are two answers which stand out - Saurabh Dhaked and Rahul Arora - for the example quoted and the clarity of explanation respectively. Hence both the answers have been selected as the best answers. 

 

Well done!