Black Belt

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Black Belt training program:

Black Belt training program

Why the name “Black Belts”?:

Why the name “Black Belts”? The name black belts comes from the sport of Karate . Both Karate and Six Sigma depend on mental discipline and systematic, intensive training. Just as black belts in Karate depend on power, speed and decisiveness, Six Sigma black belts should also depend on the same qualities. Just as the black belts continuously reposition their bodies, Six Sigma black belts also must be able to reposition themselves as they move from one project to another.

Characteristics of Six Sigma Black Belt:

Characteristics of Six Sigma Black Belt Understands the “big picture” of the business. Focuses on results and understands the importance of the bottom line. Speaks the language of money, time, organizational objectives. An expert in SPC and continuous improvement tools. Capable of consulting, mentoring and coaching. Drives change by challenging conventional wisdom. Anticipates and confronts problems proactively and solves them.

Champions - Qualification:

Champions - Qualification The CEO should be the main driver of the Six Sigma program. Under him departmental / functional heads such as vice president or director manufacturing or marketing have to take charge in implementing the program. The champions must have complete hands-on experience with sound knowledge of advanced statistical tools.

Champions - Responsibilities:

Champions - Responsibilities

Champions - Responsibilities:

Champions - Responsibilities Create the vision of Six Sigma for the organization. Define the road map to implement Six Sigma across the organization. Select the right people . Develop a training plan for implementing breakthrough strategy. Carefully select high impact projects .

Champions - Responsibilities:

Champions - Responsibilities Support development of statistical thinking . Realize the gains by supporting Six Sigma projects through allocation of resources and removal of roadblocks. Recognize and reward people .

Selecting the right people:

Selecting the right people The success of Six Sigma to a very large extent depends upon selection of right people. The CEO must therefore ensure that the selected experts have suitable qualification, mental attitude to challenge the status-quo and a missionary zeal to implement change. These experts are also known as “black belts” . The qualification, responsibilities and training program of black belts is discussed on the following slides.

Master Black Belts - Qualification:

Master Black Belts - Qualification They are usually Chief Engineers or Head of departments / functional heads.They must posses a technical degree and have sound knowledge of statistical tools.

Master Black Belts - Responsibilities:

Master Black Belts - Responsibilities The master Black Belts should take the main responsibility of implementing Six Sigma program. They must assist the organization in identifying Six Sigma projects and also develop and train Black Belts under them.

Master Black Belts - Responsibilities:

Master Black Belts - Responsibilities Take on leadership of major programs. Participate in project reviews to offer technical expertise. Organize training and development programs for Six Sigma team members/black belts. Facilitate sharing of best practices across the organization. Ensure successful implementation of Six Sigma projects from start to end.

Black Belts - Qualification:

Black Belts - Qualification They must posses a technical degree or must have minimum 5 years of relevant experience. They must have good knowledge of statistical tools.

Black Belts - Responsibilities:

Black Belts - Responsibilities Act as a breakthrough strategy expert. Identify barriers or roadblocks. Lead and direct teams in project execution. Report progress to management. Determine the most effective tools to apply.

Black Belts - Responsibilities:

Black Belts - Responsibilities Prepare detailed project report in all the phases. Get inputs from operators, first line supervisors and team leaders. Train others. Ensure that the results are sustained.

Black Belt training program:

Black Belt training program

Black Belt training:

While the Six Sigma methodology needs the involvement of all people across the organization, the bulk of implementing the breakthrough strategy rests on black belts. Black Belts possess the Six Sigma knowledge and skills necessary to implement, sustain and lead a highly focussed Six Sigma initiative within the organization. Black Belt training

Black Belt training:

Black Belt training Black Belt training is divided into four sessions. Each session is organized around the four core phases of break through strategy i.e. Measurement, Analysis, Improvement & Control. Usually the black belt training is completed in four months with one week devoted to class room instructions for each phase followed by three weeks in application of knowledge to the assigned project. The training program for each phase is depicted on the following slides.

Black Belt training - Measurement phase Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on projects ):

Black Belt training - Measurement phase Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on projects ) Select CTQ characteristic Define performance standards Establish data collection plan, validate measurement system & collect data. Customer surveys, QFD, FMEA Blue prints, customer surveys Histograms, control charts Components of training Tools used* *These tools have been covered in the relevant chapters.

Black Belt training - Analysis phase Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on projects ):

Black Belt training - Analysis phase Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on projects ) Establish process capability Define performance objective Identify variation sources Process capability indices (Cp, Cpk), Benchmarking Control charts, FMEA, Cause & effect diagram, Histograms. Components of training Tools used* *These tools have been covered in the relevant chapters

Black Belt training - Improvement phase Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on projects ):

Black Belt training - Improvement phase Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on projects ) Screen potential causes Discover variable relationships Establish operating tolerances & pilot solution Pareto Analysis, FMEA, Cause & Effect. FMEA, Process flowcharting, Cause & Effect. Design of Experiments, Process capability study. Components of training Tools used* *These tools have been covered in the relevant chapters

Black Belt training - Control phase Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on projects ):

Black Belt training - Control phase Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on projects ) Validate measurement system Determine process capability Implement process control system & project closure Process flowcharting Capability indices Mistake proofing, SPC, Risk management. Components of training Tools used *These tools have been covered in the relevant chapters

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