The immense value that a Six Sigma project can bring to an organization often overshadows the importance of the individuals involved. While the methodology focuses primarily on quantitative analysis, the success of an assignment is based on the training and dynamic of the project team. In this article, I'll provide an overview of each person who contributes to a successful Six Sigma initiative.
The Champion
This person serves as a liaison between the executive leadership and the Six Sigma members. He or she is usually an mid-level or upper-level executive within the company. Champions are responsible for making certain the members of the project have access to the resources they need to do their jobs. They'll often serve as mentors to the Black Belts involved in the initiative.
Master Black Belt
Champions hand-select Master Black Belts (MBBs) who split their time across several responsibilities on the Six Sigma team. They help the Champion by serving in a mentoring capacity for other members while assisting with the statistical analysis tasks. They also make sure the methodology is being implemented across other departments within the organization.
MBBs typically have a significant amount of experience in Six Sigma projects. Not only will they have managed many assignments in the past, but they will also be adept with the tools used. When necessary, they'll provide additional training to other members.
Black Belt
The Black Belt (BB) works closely with the MBB. While the MBB is often interacting with other departments, the BB works exclusively within the Six Sigma project team. Their job is to serve as the leader and make sure each step of the methodology is implemented properly. BBs typically have at least four weeks of training within a classroom environment and when necessary, will provide coaching to Green Belts.
Green Belt
Unlike BBs and MBBs, Green Belts (GBs) work on the project team on a part-time basis. The remainder of their time is spent meeting the responsibilities of their normal role outside the assignment. GBs will normally have completed at least two weeks of classroom training which focuses on basic applications of the methodology as well as an introduction to the statistical models used. For extremely small assignments, they may serve in a leadership capacity (though it's rare).
Team Member
The project team will also include members who have not received formal Six Sigma training but can offer related experience to the initiative. They serve primarily in a support role for the other members.
Achieving A Successful Implementation
The Six Sigma methodology has been designed to carefully cultivate a productive group environment. Each member of the project team is responsible for specific tasks from which they do not normally deviate. The hierarchy has been developed to place each person into a role from which he or she can deliver the most value, given their training, experience, and position within an organization. Meanwhile, a system of coaching and mentoring exists to help members "graduate" to higher levels of responsibility for future assignments. The structure of these roles and the tasks assigned to each of them help ensure the initiative is successful.