Top 10 Candidate Qualities

Some of the important Qualities of a BB are:
1. Engineering/Statistical graduate.
2. Initiative and positive personality
3. Ability to get along with people.
4. Knowledge of the product/process
5. ability to communicate & train people.
6. ability to work in teams and be a prt of the team
7. hard working and good problem solving skills.
 
Hope I think this gives you some help.
 
Thanks,
Krishnan

Expert to find / see opportunities.
Analytical expert.
A lot of knowledge in Coaching.
A wide competence in all area´s in the company (manufactoring, financial etc.
Well structured.
Well trained in 6S methodology.
Positive.
Team Player
Should be able to talk a understandable language.
Should have a lot of Drive to make changes.
 

Would restrict myself to the Top 3 main qualities that a Black belt should have
1)Analytical approach for problem solving , preferable to have basic statistics knowledge
2)Effective communicator and team player
3)Leadership and Training skills.
Thanks
Sesh
 
 
 

Mel:
Thanks, I think that helping the people on the project to have fun and enjoy the learning experience is the most important of it all … yours covers my list comprehensively!
Regards,
Harjot

this is probably the most complete and accurate list ive seen – as a 6s leader in a large matrix organization with 10 bb’s reporting to me, these are absolutley the qualities you need…

Hey tg! If that was for me … thank you …
Harjot

All of the posts have excellent answers, however what I did not see is “Demonstrated performance as a Change Manager (Green Belt). Perfoming well as a Black Belt requires the knowledge and skills, which can best be obtained through actual experience.

All of the replies have been good.. My list would include (some overlap):
1. Technical competence…knows the statistics behind the methodology
2. Understands the linkage between project selection and the results the business wants from the initiative
3. Can TEACH (not just present) Six Sigma.  Understands that for Six Sigma to be as successful as possible, different levels of the organization will have to LEARN it.
4. Is a change agent….can help facilitate change management techniques.
5. Is enthusiastic and passionate about Six Sigma
6. Executive presentation skills
7. Mastery Level of statistical software and Microsoft Office (or equivalent) suite of software
8. Is process oriented
9. Can motivate others 
10. Questions the status quo
 

I have managed and initiated several six sigma efforts for Fortune 500 and midsize companies. Key ingredients to success are:
1) Strong change management orientation. Knows how to get executives and mid-management support. Knows how to get organization wide buy-in using communications, training, consensus building meetings. Should have implemented six sigma or other process initiatives at all levels of the company.
2) Strategic perspective. How to align six sigma with strategic objectives of the company, so that six sigma is making the company stronger competitively and financially. Many efforts are not focused on strategic issues, but reactive problems. Thus the effort doesn’t sustain itself.
3) Political savy. Similar to #1, but requires 1-on-1 networking and consensus building.
4) Ability to get results, quickly to demonstrate early success. Too many six sigma efforts drowned the business and waste time by overanalyzing (collecting way too much data for what is required). Most projects can be analyzed and solutions designed within 1-2 weeks. Anything more is overkill, and loses peoples energy, which you need for implementation.
5) The best six sigma leaders I’ve seen have a passion for quality, customer service, and business improvement. They are typically frustrated by the status quo and keep pushing to change things.
6) You need someone who has been through it. It gives credibility to the effort.
7) Knows a six sigma or process improvement methodology; and has used it, and taught others. I don’t think all the statistical process control stuff and design of experiments is as important as others. Unless you are in a high volume production or process business, then running manufacturing experiments is more important.  In most companies, there are some many processes that are suboptimized, it would be better to get as many big gains, as quickly as possible.
8) Significant change, out of the box thinker. Most processes can be improved by 50+%, if that is the objective of the project. Go for someone who goes after big change. A risk taker. The gains are there to be had.
9) Balanced personality. If the person is a true change agent, which is what you need, you need someone with composure. Changing the organization and how business gets done, will upset and anger many. The person must be good a weathering all the snipers. I hope you are ready to support him or her, because others will attempt to undermine anything new. This is guaranteed.
10) Ability to build trust.  If the person is a straightshooter, and follows through on what he or she says, others may not always like it, but they will come to trust the person. You need trust for others to follow.
Good luck. If you want any clarification or suggestions, I would be happy to share experiences in getting started, or how to select the best candidates.
Dan Tegel, Ph.D.
760-944-1610
Great question by the way.

In my opinion, a Black Belt must possess the following qualities.  Although not confined to 10 (and in no specific order), these 10 qualities are an essential part of what makes up a successful project.
1. Mastery of Six Sigma practices- (i.e.-Black Belt certification)
2. Diverse work experience background-  This will enable the BB to see all sides of a project.  Example- Focusing on one discipline (i.e.- Statistics) will only allow that BB to use the tools, and may hinder the potential of the project.
3. Focus on quality and not quantity-  The BB must understand that quality is not gained through the repetition of many projects, but more importantly through the repetition of many good projects.
4. Selfishness- At the end of the day, a BB is the mentor, the leader, and the energizer of projects.  He or she must always look out for the needs and goals of all team members.
5. Customer advocate- The customer (internal or external) is always the final judge of product or service quality.  Understanding those needs is the key to process improvement.
6. Cost conscious- A BB must always be congnizant to the fact that being successful in business means being competitive.  You cannot be competitive without meeting customer needs at the lowest possible cost.
7. Open to new ideas- There is not room for close-mindedness in Six Sigma.  Thinking outside the box is essential in order to make quality breakthroughs.
8. Passion- Pure and simple, if you do not like what you do, you will not excel.
9. Commitment- This ensures that the project will be pushed from start to finish, and at the highest levels.
10. Fun- Have fun!  By doing so, you encourage others to do the same.

Scott,
That is a decent list. Number 10 is important – but doesn’t get  much press.
Thanks.

Great discussion.  Based on the participants, I grouped responses (hopefully my subjectivity does not offend) and established a ranking criteria based upon the number of appearances within the responses.
 
There were 9 folks that took a stab at listing their top 10 qualities.  A few chimed in with enthusiasm for certain qualities, which I included.                         

Quality

Number times listed

Rank

Passion, initiative, cheerleader, positive, drive, self-motivated

8

1

Communication and presentation skills

7

3

People skills, relationship management, balanced personality, team player

7

3

Commitment, get fast results, focus, project management, push project

6

4

Statistics

5

6

Motivate, lead, build trust, influence

5

6

Knows Six Sigma methodology, been through it

4

10

Networking

4

10

Change management and adaptability

4

10

Problem solving and analytical skills

4

10

Diverse background, business knowledge

3

14

Process and product understanding

3

14

Strategic perspective, link project selection with business objectives

3

14

Teach, Coach

3

14

Customer advocate

2

18

Open to new ideas, creativity, out of box thinker

2

18

Time management, well structured

2

18

Haves fun

2

18

Quality focus

1

25

Selflessness

1

25

Cost conscious

1

25

Risk taker

1

25

Statistical and Microsoft software

1

25

Questions status quo

1

25

Engineering or Statistics Graduate

1

25
 

I’ve watched this discussion with interest. I’m a headhunter that specializes in Six Sigma positions. It’s wonderful to be able to get different perspectives on what’s important in a Black Belt’s qualities. Exept for 1 response, I didn’t see anybody else mention “Degree” in their lists.
Do you think that a good Black Belt can work in any industry? If that person does not have a technical degree (i.e. Mech. Eng., Ind. Eng., etc.) can they adapt to manufacturing processes easily?
Rob
 

Arthur,
Thanks for response. Interesting perspective, but I think you’ve hit it right on the head—–it depends on the role that this person will play in the overall scheme.
Rob

Thom,
Thanks so much for the summary. Nothing like using using the tools to better understand and improve the process, in this case, the six sigma process itself. This is an example of why this website, and this forum in particular is so valuable. I only know of one other forum that has this much traffic and its focus is on ISO 9000.
Marc Richardson
Sr. Q.A. Eng.

Hello folks,
Here’s my thoughts of the 10 most important qualities of a Black Belt.  My ideas are based upon my personal; working of my BB.
1. Always tell the plant manager you support the GBs with the time they need even when you don’t.
2. Play golf with the plant Manager. Or if he ever stops short on a shop tour, you’d become engaged to him.
3. Never really seem to have a BB project going on your own.
4. Your certification project never sustained itself.
5. You are often overheard over cubical walls or on phone conversations bad mouthing Green Belts for being the same type of  poor project managers as you are.
6. You know all the tools….so go use them.
7. You haven’t a clue as to what good project selection is for the GBs.
8. You know well what an 8 to 5 shift means.
9. You never been wrong, no matter how long it takes for you to be right.
10. You’ll read this list and say, “I’m glad I’m a better BB than that!”
Anyone for roasted possum on Thanksgiving?
Later,
Billybob
Billybob
 
 
 

Matt,
Your post has brought a level of clarity to this debate. Perhaps I am stating the obvious but I would merely observe that this is the reason you put together a team. A good team is always more than the sum of its constituents. There is the aspect of bringing together the folks with the necessary technical skills: the process operator and the process engineer, the maintenance people and statistician, the dreamer and the doer.
Another aspect is including someone on the team with a deep knowledge of the process being investigated and someone who is relatively unfamiliar with it. The benefits of the former person are obvious but they can also be limited by being to close to the problem and having difficulty seeing the whole picture. Sometimes they just can’t see past their assumptions. The benefit of the latter person is that they may bring a fresh perspective. They often have no preconceived notions of how the process is supposed to work. They can generalize solutions to other problems they have encountered and see the application to the situation at hand.
A good leader brings together all these disparate elements, helps them set a few ground rules then gets out of the way and let the synergy of the team take over.
 
Just my thoughts,
Marc Richardson
Sr. Q.A. Eng,

I would definitely agree with the fact that good communication, project managment and people skills are some of the most important.  Statistcal tools are generally easier to learn than managment or communication skills.  The majority of statistical tools can be implemented with the use of a reference book or the help of another BB or MBB.  Of course, analytical ability is important, however, if you don’t possess this ability whatsoever….you probably shouldn’t be in this field!

I stick by the “Jedi Mind Trick”   indespensible tool.
Heebee

Wondering where ‘patience’ and ‘persistance’ would figure? Whether it is teaching a BB/GB course or mentoring projects or trying to ‘change manage’ supervisors dont all change agents need these 2?
-exMBB

BB without MBB,
I guess it depends on the needs of your six sigma deployment in your company…
The role of the MBB in my organization is that of a trainer and BB mentor…  This is important to us to ensure that we effectively manage the program as it fits our business needs….
If you have access to resources (internal or external) that can effectively enable you to manage this aspect of your program, it should not matter if they are MBB or not…. 
Hope this helps…
Best Regards,
Bob J

I have not read any of the posts, and this is my first time logging on to this site.  I am preparing to retire from the United States Navy with 20 years successful active service.  I am looking forward to entering the job market in a Six Sigma arena.  The reason I am posting here is that I believe the civilian marketplace does not realize that the USN went through a “Quality Transformation” back in the early 90’s and that there were numerous individuals who were trained in Dr. Deming’s philosophies under the title of TQL, Total Quality Leadership.  I spent 3 years as a Quality Advisor and have instructed 1000+ sailors in the Quality thought process.  Additionally, I have over 400 hours of training, ranging from Team Skills and concepts to Systems Approach to Process Improvement to Implementation in an organization.  After rambling, my point is this:  Service personnel hold all of the attributes described in this forum.  Their work ethic is unmatched, the integrity is superb, and the mindset they are given in the military beats anything that any corporation can provide.  I just wanted to give my 2 cents worth when someone looks for a quality person who wants to work in the Six Sigma field.  They may not have the “bells and whistles” required by the hiring personnel, but sometimes “unknowable costs” can be “unknowable benefits”.  Thanks for the time.

Vinnie,
Thanks for the reply and the compliment.  I just want to make sure this great field doesn’t miss out on an untapped resource of knowledge / experience / discipline / mindset that could really make visions / philosophies like Six Sigma / TQM / Process Improvement go beyond wildest expectations.  I’m looking forward to becoming a part of this realm, and hopefully I can learn from some of the best and possibly throw in some of my 20 years military experience. 

Darth,
I’m going to agree to disagree with you on a couple of statements (isn’t that why we do these forums, to share ideas?).  “Inherent policies” is the major reason for TQM, TQL, ISO9000, and etc.  Doing things the same old way and fear of change is why so little progress has been made or had been made in the past.  Deming took a country who embraced change and look what happened.  Mindsets changed and companies blossomed.  I was a player in San Diego at a Maintenance activity and we were able to pick out the process the workers (internal customers) wanted as our beginning project.  It was something as simple as a new telephone book (yeah, you read correctly).  This was such a common project, yet it showed the employees that the philosophy could work, that management was listening to its customers, and dividends (albiet not monetary) paid off.  The problem with the Navy’s implementation was that they didn’t go black and red in regards to money; it just keeps coming.  No need to improve if there isn’t a limit of funds.  I think the military mindset is the best one to be brought into the civilian workforce; the drive, determination, and ability to say no to something that looks, smells, and tastes bad is what has made the military have the ability to right itself when things are wrong, and throw a “reality check” into the mix when needed.  Disclaimer:  The Navy is the only job I’ve ever had, so I’m in for a brand new experience, but I think that will be my advantage vice my downfall.  One point that I agree with on completely: NAVAIR did wonders for showing the rest of the Navy that TQL could work. 

Darth,
You are absolutely right on both counts, but there was a thought process in regards to the CO changeover.  The idea was to move the XO up to the CO spot and continue that to keep that “constancy of purpose”.  That does not stop the problem of “hidden agendas” and “me” thinking.  That broadens into yet another topic of evaluations, which Deming detested anyway.  If the competition wasn’t there, that constancy of purpose would be able to thrive.  As far as the budgeting goes, each command could save hundreds of thousands of dollars, but why, when you know that someone else would do something with it, most likely on something not needed.  The worst part of this whole mentality is this:  the Japanese had morals and virtue; the company succeeded, the individual succeeded, therefore the culture succeeded.  In the US, there is so much corruption, “me” mentality, and greed, process improvement, TQM, TQL, ISO 9000, and whatever other name you want to apply to it will always take a back seat when a CEO or a Financial officer can make an extra buck.  I’m not being negative, just realistic.  I hope I can make a difference in the community; that’s all.

JeffGSMC,
As a former brother-in-arms (USAF — sorry I’m not a squid) currently in this career field, I would like an offline discussion with you.  E-mail me at [email protected].
Jimbo