The document describes the Black Belt training program for Six Sigma. It explains that Black Belts undergo intensive training over 4 months divided into 4 phases - Measurement, Analysis, Improvement and Control. Each phase consists of 1 week of classroom training followed by 3 weeks of project work applying the tools and concepts. The document outlines the components and tools covered in each training phase to equip Black Belts with the skills to lead Six Sigma projects and drive process improvement.

1. Black Belt training program

2. Why the name “Black Belts”?
The name black belts comes from the sport of Karate. Both Karate and Six Sigma
depend on mental discipline and systematic, intensive training. Just as black belts in
Karate depend on power, speed and decisiveness, Six Sigma black belts should also
depend on the same qualities. Just as the black belts continuously reposition their
bodies, Six Sigma black belts also must be able to reposition themselves as they
move from one project to another.

3. Characteristics of Six Sigma Black Belt
• Understands the “big picture” of the business.
• Focuses on results and understands the importance of the bottom
line.
• Speaks the language of money, time, organizational objectives.
• An expert in SPC and continuous improvement tools.
• Capable of consulting, mentoring and coaching.
• Drives change by challenging conventional wisdom.
• Anticipates and confronts problems proactively and solves them.

4. Champions - Qualification
The CEO should be the main driver of the Six Sigma program. Under him
departmental / functional heads such as vice president or director
manufacturing or marketing have to take charge in implementing the
program. The champions must have complete hands-on experience with
sound knowledge of advanced statistical tools.

5. Champions - Responsibilities

6. Champions - Responsibilities
• Create the vision of Six Sigma for the organization.
• Define the road map to implement Six Sigma across the
organization.
• Select the right people.
• Develop a training plan for implementing breakthrough strategy.
• Carefully select high impact projects.

7. Champions - Responsibilities
• Support development of statistical thinking.
• Realize the gains by supporting Six Sigma projects through
allocation of resources and removal of roadblocks.
• Recognize and reward people.

8. Selecting the right people
The success of Six Sigma to a very large extent depends upon
selection of right people. The CEO must therefore ensure that
the selected experts have suitable qualification, mental attitude
to challenge the status-quo and a missionary zeal to implement
change. These experts are also known as “black belts”. The
qualification, responsibilities and training program of black belts
is discussed on the following slides.

9. Master Black Belts - Qualification
They are usually Chief Engineers or Head of departments /
functional heads.They must posses a technical degree and have
sound knowledge of statistical tools.

10. Master Black Belts - Responsibilities
The master Black Belts should take the main responsibility of
implementing Six Sigma program. They must assist the organization
in identifying Six Sigma projects and also develop and train Black
Belts under them.

11. Master Black Belts - Responsibilities
• Take on leadership of major programs.
• Participate in project reviews to offer technical expertise.
• Organize training and development programs for Six Sigma team
members/black belts.
• Facilitate sharing of best practices across the organization.
• Ensure successful implementation of Six Sigma projects from start to
end.

12. Black Belts - Qualification
They must posses a technical degree or must have minimum 5 years
of relevant experience. They must have good knowledge of statistical
tools.

13. Black Belts - Responsibilities
• Act as a breakthrough strategy expert.
• Identify barriers or roadblocks.
• Lead and direct teams in project execution.
• Report progress to management.
• Determine the most effective tools to apply.

14. Black Belts - Responsibilities
• Prepare detailed project report in all the phases.
• Get inputs from operators, first line supervisors and team
leaders.
• Train others.
• Ensure that the results are sustained.

15. Black Belt
training program

16. Black Belt training
While the Six Sigma methodology needs
the involvement of all people across the
organization, the bulk of implementing
the breakthrough strategy rests on black
belts. Black Belts possess the Six Sigma
knowledge and skills necessary to
implement, sustain and lead a highly
focussed Six Sigma initiative within the
organization.

17. Black Belt training
Black Belt training is divided into four
sessions. Each session is organized
around the four core phases of break
through strategy i.e. Measurement,
Analysis, Improvement & Control. Usually
the black belt training is completed in four
months with one week devoted to class
room instructions for each phase
followed by three weeks in application of
knowledge to the assigned project. The
training program for each phase is
depicted on the following slides.

18. Black Belt training - Measurement phase
Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on
projects )
Components of training Tools used*
• Select CTQ characteristic Customer surveys, QFD, FMEA
• Define performance Blue prints, customer surveys
standards
Histograms, control charts
• Establish data collection
plan, validate measurement
system & collect data.
*These tools have been covered in the relevant chapters.

19. Black Belt training - Analysis phase
Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on
projects )
Components of training Tools used*
• Establish process Process capability indices
capability (Cp, Cpk),
• Define performance Benchmarking
objective
Control charts, FMEA,
• Identify variation Cause & effect diagram,
sources Histograms.
*These tools have been covered in the relevant chapters

20. Black Belt training - Improvement phase
Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on
projects )
Components of training Tools used*
• Screen potential causes Pareto Analysis, FMEA,
Cause & Effect.
• Discover FMEA, Process flowcharting,
variable
Cause & Effect.
relationships
• Establish Design of Experiments,
operating
Process capability study.
tolerances & pilot solution
*These tools have been covered in the relevant chapters

21. Black Belt training - Control phase
Training period 4 weeks ( 1 Week classroom instructions, 3 weeks on
projects )
Components of training Tools used
• Validate measurement Process flowcharting
system
• Determine process capability Capability indices
• Implement process control Mistake proofing, SPC,
system & project closure Risk management.
*These tools have been covered in the relevant chapters

22. FICCI CE