their project on the organizational dashboard.
and negotiate project objectives with top
a black belt (or a green belt for a simple
project) to lead the project team.
any political barriers or resource constraints to
their Six Sigma project.
a communication link between project team(s) and
team members manage their resources and stay
within the budget.
each project’s timetable.
the team focused on the project by providing
direction and guidance.
that Six Sigma methods and tools are being used in
Six Sigma Green Belt
is an individual who works on projects part-time
(25%), either as a team member for complex projects,
or as a project leader for simpler projects. Green
belts are the “work horses” of Six Sigma projects.
Most managers in a mature Six Sigma organization are
green belts. Green
Belt certification is a critical prerequisite for
advancement into upper management in a Six Sigma
organization. Managers act as Green Belts for their
entire careers, as their style of management. Green
belts leading simpler projects have the following
a project charter.
the project charter with the project’s champion.
the team members for the project.
with the champion, master black belt, black belt
and process owner throughout all stages of the
the team through all phases of the project.
meetings and coordinate logistics.
data through all phases of the project
team members in the basic tools and methods of Six
complicated Six Sigma projects, green belts work
closely with the team leader (black belt) to keep the
team functioning and progressing through the various
stages of the Six Sigma project.
Six Sigma Yellow Belt
is an individual who has passed the Green Belt
certification examination but has not yet completed a
Six Sigma project.
Six Sigma Black Belt is
a full-time change agent and improvement leader who
may not be an expert in the process under study. The
ideal candidate for a black belt is an individual who
posses the following characteristics:
technical and managerial process improvement /
a passion for Statistics and Systems Theory.
the psychology of individuals and teams.
process improvement tools and methods.
excellent communication and writing skills.
well in a team format.
a pleasant personality and is fun to work with.
in the language of the client and does not use
not intimidated by upper management.
a customer focus.
responsibilities of a black belt include:
to prepare a project charter.
with the champion and process owner about progress
of the project.
the project team.
meetings and coordinate logistics.
team members design experiments and analyze the
data required for the project.
training in tools and team functions to project
team members prepare for reviews by the champion
and executive committee.
additional Six Sigma projects.
and coach Green Belts leading projects limited in
black belt is a full-time quality professional who is
mentored by a master black belt, but may report to a
manager, for his or her tour of duty as a black belt.
is a Six Sigma Green Belt who has passed the Black
Belt certification examination but has not yet
completed their second Six Sigma project.
Master Black Belt takes
on a leadership roles as keeper of the Six Sigma
process, advisor to executives or business unit
managers, and leverages, his/her skills with projects
that are led by black belts and green belts.
Frequently, master black belts report directly to
senior executives or business unit managers. A master
black belt has successfully led ten or more teams
through complex Six Sigma projects. He or she is a proven change agent, leader, facilitator, and
technical expert in Six Sigma management.
Master black belt is a career path. It is
always best for an organization to grow its own master
black belts. Unfortunately, sometimes it is impossible
for an organization to grow its own master black belts
due to the lead time required to become a master black
belt. It takes years of study, practice, tutelage
under a master, and project work.
Black Belts have the following responsibilities:
senior executives and business unit managers on
Six Sigma management.
identify and prioritize key project areas in
keeping with strategic initiatives
improve and innovate the organization’s Six
Six Sigma across both operations and
transactions-based processes such as Sales, HR,
IT, Facility Management, Call Centers, Finance,
Six Sigma projects from the dashboard.
black belts and green belts Six Sigma theory,
tools, and methods.
black belts and green belts.