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Black Belt / Green Belt Assessment

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  • #38119

    SS Sondh
    Member

    How do we assess our existing BBs and GBs for their effectiveness ? This question is for annual assessment for performance appraisal.

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    #113673

    Ron
    Member

    This question must be prefaced by information: Are they full-time or part-time.
    A fulltime GB/BB should be evaluated by the effectiveness in completing projects. However you judge the impact of the project for successful completion, whther monetary or strategic importance to the business.
    In most case the GB/BB does not pick the projects they work on but are assigned projects.
    therefore the primary basis is completion of assigned projects.
    Secondary is the enculturation ofthe Six Sigma philosophy to the organization. As change agents these individuals should be key participants in spreading the six sigma methodology within the business. So there is another metrics to track their progress.
     

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    #113713

    SS Sondh
    Member

    Thanks for your feedback.
    In our organization the BBs are full time and GBs are part time. GBs spend approx. 25% of their work time on Six Sigma Projects.

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    #114069

    Holly
    Participant

    Ron,
    I am interested about the second metrics(spreading the six sigma methodology) about accessing the BB.
    Would appreciate for further details.
     
    Thanks.
    Holly
     

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    #114074

    Morena
    Participant

    I agree with Ron.  BB should be assessed in terms of his capabilities to complete a project on time.
    Likewise, the way he can transform people to live the 6 Sigma way…
    On the other side, I believe, it is still the role of the BB to determine if the project is worth to continue. In our company, BBs are given priviledge and power to declare project closure/ termination should the project fall below its expected threshold. Of course, this decision is with the MBB and Financial Rep’s final approval.
    Morena
     
     
     
     
     

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    #114090

    Matt M
    Participant

    When I measure my BBs (GBs are smaller, local project, part-timer’s for us) I like to use a comprehensive measurement.
    I developed the attached document to look at their results and their project velocity…its not perfect but it works for us.
    Enjoy and I appreciate any constructive feedback to help me improve it.
    Matt
    Each project is measured against each objective in a ratio format. The actual project improvement is compared to the projected improvement.
    The final rating for each business objective is the average of all of the project ratings. The percentage is converted to the result rating based on the following chart:

    Rating Percent

    Result

    < 92%

    Below Expectations

    >92% – <98%

    Approaches Expectations

    >98% – <100%

    Meets Expectations

    >100% – <110%

    Above Expectations

    >110%

    Exceeds Expectations

     

    Associate Business Objective

    Tracking Source

    Tracking Formula

    Project #1

    Project #2

    Project #3

    Project #4

    Rating (1-5)

    Complete at least 4 Six Sigma Black Belt Projects per year

    Final Project Summary Report

    Y or N
     
     
     
     

    # Completed
    ——————– = %
    4 Required

    Accomplish all Black Belt project objectives (in ppm)

    Final Project Summary Report

    Actual
    ———–
    Goal

    ppm
    ———– = %
    ppm

    ppm
    ———– = %
    ppm

    ppm
    ———– = %
    ppm

    ppm
    ———– = %
    ppm

    ———————————— = %
    number of projects
     

    Accomplish all Black Belt project financial objectives
    (in dollars)

    Final Project Summary Report

    Actual
    ———–
    Goal

    $
    ———– = %
    $

    $
    ———– = %
    $

    $
    ———– = %
    $

    $
    ———– = %
    $

    ——————————– = %
    number of projects
     

    Project Velocity
    (in units of time)

    Complete &
    On-time Final Project Summary Report

    Goal
    ———–
    Actual

    mths
    ———– = %
    mths

    mths
    ———– = %
    mths

    mths
    ———– = %
    mths

    mths
    ———– = %
    mths

    ——————————– = %
    number of projects
     

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    #114098

    Dale
    Participant

    I look at results (cost), time (speed), and method (quality).  Did the project get the results expected?  (If not, why, why, why, why, why?)  There is no excuse for driving a bad project to completion just so you can say you “successfully” completed it.  Did the project meet its timeline?  And finally method.  Who did the work, were the right tools used, right detail, and does the GB/BB now have the knowledge and skills to apply those tools.
     
     

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    #114179

    Erick
    Participant

    In BB/GB performance evaluation, we need to consider the metric results of the project and its impact to the organization. We also need to consider if his/her project can be yokoten ( japanese word means apply/implement ) in other area o fthe organization. Are the methods / tools apply appropriate to the project ( Some BB/GB uses methods / tools that are significant to use in the project ). Yes, timeline is also very important in considering the performance of the BB/GB. The most important factor is how to influence other employees of the oragnization to do their projects effectively. 
     

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    #114180

    Sujit Kapse
    Member

    This will be evluated by the full time and part time activity mainely the BBelts are the full time activity and GBelt is the part time activity.
    Assesment for the B Belt and G Belt is different.
    B Black belt project should complete within the time frame and the results should be achived with the proper methodology to be applied eg. Statestical tools and the Human dynamics.
    G Belt similar to the black belt but the methodology is on prime important.
     

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    #114183

    Mike Carnell
    Participant

    SSS,
    You assess them the same way you do any other job. You define the job and then they perform to the job. That brings you to metrics. It makes absolutely no sense to measure someone who is driving a dat driven decision making philosophy with anything other than data. If you spin off into this nonsense about spreading the “SS way of life,” whatever that is, you add this subjective catagory that will ultimately be perceived as unfair by someone and result in the discussion about measurement systems.
    Completed projects that are aligned with the goals of the company and that provide value will sell Six Sigma.
    The onus is on you to accurately define and develop the metrics that will create behavior the organization values – that won’t happen here. That happens inside your organization.
    Good luck.

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