I agree with Jim. Keep the title and give your elevator speech. Don’t short-change it with another title or combination of titles that amounts to something more mediocre. Chances are you’ll command much more attention by explaining what a Black belt does rather than a project manager/quality engineer/specialist and the like.
I would concur that some of the GE BBs and MBBs may have left the company simply because they wanted to seize an opportunity elsewhere where they could stand out in a crowd and test their skills on a company just starting out on Six Sigma.GE probably knows the main reasons why employees leave the company. They conduct ongoing research on that…[Read more]
We live in a free market economy and there are many consultants out there trying to capitalize on Six Sigma. They deserve every penny they get, BUT we as consumers have a few caveat emptors. Not all consultants have proven track records, some of the rekowned training providers have had some poor deployments, and a lot of them insist that you buy…[Read more]
I realize that there are a lot of organizations out there that claim to be “implementing” and “practicing” Six Sigma when in fact they really aren’t. Six Sigma should be the way you run your business, if your company is serious about it. I don’t know where your company fits in, but my experience has been that the relationship between the MBB and…[Read more]
Regarding the certification involvement, I would tend to believe that a third party should never be relied upon to assess, and certify, whether a company has “become” Six Sigma. The company itself should know where they stand on reaching Six Sigma in all its businesses, processes, products and services. The company’s customer base should always…[Read more]
The book entitled “Jack Welch and the GE Way” describes the Work-Out approach that Jack Welch used at GE prior to the unveiling of Six Sigma. The Work-Out enabled Welch to create a flat, boundaryless society in which decision-making could be transferred to front-line workers who best understood the processes.
If your management does not have…[Read more]
A well rounded education is the best way to prepare for a leadership role such as the BB and MBB. “Hard” skill sets (math, statistics, economics, business courses), as well as “soft” skill sets (psychology, management, etc.) should serve well in developing the ability to see the big picture in everything that you do, as well as the detail. At…[Read more]
Remember that ISO 9000, including both the 1994 and 2000 versions, is non-prescriptive and largely based on compliance to the standard. Six Sigma, on the other hand – as taught at progressive companies like General Electric, Motorola, and Allied Signal, etc – is prescriptive. With its tools, concepts, and roadmaps for process improvement, Six…[Read more]
Normally you would have to be hired by a Six Sigma company as a Black Belt or Master Black Belt, then go through training on Six Sigma (80-100 hours of instruction), then maybe need to pass a certification exam, then complete 2 projects as a Black Belt, or lead 20 projects as an MBB to get certified.
ASQ (the American Society for Quality) is…[Read more]
I am aware of three different types of champions, depending on the organization’s structure: a senior champion, a deployment champion, and a project champion. The most frequent interaction that a Black Belt has, though, is with a project champion.
A project champion: should help identify, select, and sanction a BB project, should provide…[Read more]
I can’t relay any real case studies, but I would think that one HR process that is important and should be studied is the hiring process and the length of time it takes to hire qualified, top notch applicants. This is perceived by many to be a great bottleneck.
Where does the hiring process start? Is it when there is a need to hire, or when a…[Read more]
A colleague of mine offered that ISO 9001 “qualifies us”, and that Six Sigma enables us to “win the game.”
It has been my experience that how an organization thinks, and approaches quality will determine its success. I’ve seen companies run themselves into the ground with ISO 9001, ISO 14001, CMM, TQM, etc. in the sense that more time is spent…[Read more]
My experience with TQM has been limited largely to the classroom and second hand knowledge, so I cannot attest to the success of TQM being deployed in many service companies. For a good historical reference, try looking up the Florida Power & Light case study.
Having worked as a quality professional in both service and manufacturing industries,…[Read more]
As Sandy mentioned, the starts and stops, and anything that comes between, should be the domain for the process owner. A useful tool for generating discussion on who owns a process is the SIPOC. It stands for Suppliers, Inputs, Process, Outputs, and Customers. More on this later.
Thanks from me too, Jim, for the above description of Six Sigma.
I can feel the frustration from those who have been exposed to one quality system after another and don’t see anything new with Six Sigma. The architects of Six Sigma will tell you that the tools and concepts are nothing new, indeed, but that it is the system and ordering that are…[Read more]
No, I have not seen or heard any bad side of Six Sigma. I read a negative article about it once in Quality Digest magazine, for which I do not subscribe or purchase. The author, in my opinion, had not penetrated deep enough into the subject so I wrote him off as someone simply trying to make a name for himself.
You get what you put into Six…[Read more]
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