Highest rank in the 6 sigma hierarchy, the Master Black Belt is the guarantor of the wise use of the methods and the coach of all teams for the implementation of the 6 sigma.
The function of the Six Sigma Master Black Belt
Having at least 5 years in the role of Black Belt and driving at least 10 black belt projects, he is above all an expert in statistical tools and a person of experiences.
The Master Black Belt is the guarantor of the 6 Sigma approach. He perfectly controls all the tools of the 6 Sigma, he coaches and Shape the different actors (Black Belt, Green Belt…) To the tools and techniques. It also helps them to define and select projects and to lift the barriers if necessary.
It drives the most complex projects and ensures the communication of the approach to the sponsors, Champion and staff in general. He is a master of communication and reporting techniques. It prepares the strategic action plan and ensures the correspondence between the 6 Sigma approach and the company’s overall strategy.
The human qualities of the Master Black Belt
In view of this particular function, the Master Black Belt must above all be a person with a certain charisma, a sense of adventure and good skills in communication and negotiation.
This, of course, in addition to the basic know-how described in the Yellow Belt article.
The components of the Master Black Belt Training
In addition to knowing at a higher level the knowledge of the Black Belt, the Master Black Belt is formed on the elements below.
For the levels, the scale is as follows:
- E: Expert, knows how to use and transmit
- C: Good knowledge, knows how to use
- I: understands what it is but not or little use it
Lean Six Sigma Management
Deploying the method
Know how to describe the strategic planning tools and use them to create the deployment plan.
Know how to create and manage a portfolio of projects in progress and to come and that are clearly aligned with the stakes of the company.
Know how to identify impacts at the organization level.
Understand the principle of critical mass and implement the associated indicators.
Know how to convince without a hierarchical link.
Understand management issues and how to engage them in the process.
Know how to build a benchmark plan in relation to the company’s development goals.
To be able to know more about the interlocutor through the model of Hermann.
Oversee the approach
Master the knowledge and know how to make Six Sigma teams: Yellow belt, Green belt and Black belt.
Know the role of the media in the process: Sponsor, Champion and Deployment Manager
Know how to create a communication plan around the process.
Mentoring the process
Mentor 6 SIGMA Certified or non-certified teams.
Be able to identify the sponsors, the champions and the deployment Manager and train them in their missions.
Lean 6 Sigma and Finance
Understand the principle of the cost/benefit method.
Learn the principles of learning
Know how to build a training.
Know how to analyze the needs, build and ensure the results of the training plan.
Lean Six Sigma Innovation
Know how to put in a position of anticipation of problems from the conception of the product through the use of the principles of the Mizenboushi and the use of the DRBFM.
The tools of Creativity
Know how to use the first tools to facilitate creativity and generate ideas that are TRIZ, serendipity, morphological analysis, analysis of the client’s experience cycle and SCAMPER checklist.
The Design For X
Knowledge of the different ” branches ” of the Design For X and associated methods.
Know how to use the Monte Carlo method to simulate fluxes.
Know how to use reliability concepts to model the reliability of processes and products.