Six Sigma deployment means change. Change in the way things are done, in the way people should behave, and in the way processes should run. Simply put, it requires some sort of an overhaul. In doing so, everyone in the organization must be involved. Each needs to understand what the organization will be going through and what value it will have on them.
While it is true that all Six Sigma projects are rigorously evaluated for financial impact, people who will be working on it should also be vigorously trained. This is not to give equal importance to training metrics over the financial measures, but I believe that they should be given at least equal consideration. If an organization wants to see large financial rewards from their Six Sigma projects, then it’s only fair that they should invest a reasonable amount for training.
The rule of thumb in the number of people to be trained is one Black Belt (BB) per 100 employees and one Master Black Belt (MBB) per 100 BBs. Recent implementation experience suggests the BB to MBB ratio should be closer to 10 to 1.11. By rigorously evaluating projects, you will get a reasonable number of BBs to be chosen rationally. As long as the projects have large returns, there can’t be too many projects. Besides, having too many projects has not yet been linked to diminishing returns.
It is important however to determine carefully the number of people that you will train for BB or MBB. The reason for this is that you need to consider the cost of backfilling for the employees who will become BBs.
The Black Belt (BB) is the key change agent for the Six Sigma process. Typically the “best of the best,” BBs lead teams working on chronic issues highly affecting the company’s performance. Their training usually includes four weeks of classroom training, a week per month over four months. The remaining time is spent working on projects while being mentored by a MBB. The training may run for three weeks, focusing on statistical tools: a week of basic statistics, including data analysis and the seven tools, a week of design of experiments and a week of quality control. This statistical training is combined with a week of softer skills including project selection, project management and project evaluation, team selection and team building. Each week of training may include topics from every area.
The kind of training that they get is more on lectures than interactive. It is effective because trainees get to apply what they’ve learned right away. They get many opportunities for project reviews on many days, and their work on projects still continues even when they are not in training.
Members of the management team certify a BB after he has led two successful project teams—one under the guidance of a MBB, another on his own. The MBB also gets certified. Certification as a MBB usually requires 20 successful projects—about half while a BB and the remainder while mentoring BBs.
I guess it is safe to say that improved performance does not and will not happen automatically. You need a high-caliber training to achieve a Six Sigma.
Sources:
The Essential Six Sigma: Project Evaluation and Training Issues
Six Sigma Training and Implementation
