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Which belt should I select?
The roles and training requirements for the different Belts within Lean Six Sigma
It can be a bit confusing as you sit looking at the Lean Six Sigma training options available trying to decide which is right for you or the person you are intending to train. How do you know which is best? How do you know which will suit your circumstances? The following descriptions should help with this important decision.
There are 5 common belts in Lean Six Sigma. These are: -
- White Belt
- Green Belt
- Yellow Belt
- Black Belt
- Master Black Belt
These belts depict an increasing level of knowledge and expertise in Lean Six Sigma. The original idea was that Belts would progress through the ranks rather like in Karate, but this is neither common nor necessary with the exception of Mater Black Belt, where it is necessary to have been a successful Black Belt of considerable experience before embarking on this role. The other belts are usually selected according to need and circumstance.
White Belt (WB)
This is introductory or awareness level. The training usually lasts for a day or two and prepares a Belt to act as team members in Yellow, Green or Black Belt projects. It provides a reasonable understanding of DMAIC methodology and an awareness of the tools so that when the Project Leader announces that the team is about to create, say, a SIPOC, or undertake a Gauge R&R, or that such and such is a significant input variable (what we call a KPIV) s/he understands what this means. It also allows the person to effectively support a Lean Six Sigma deployment within an Organisation.
Yellow Belts (YB)
Yellow belts undertake foundation projects not requiring an understanding of the statistical tools box within Lean Six Sigma. They usually do these on a part time basis along side their day job. The training usually lasts for about 5 days and provides a working knowledge of the DMAIC methodology. It is very practical in nature and is suitable for improvements in low sigma processes where finding root cause is a relatively straight forward affair. It is particularly useful in transactional environments where simple process or value stream mapping, or cause and effect and graphical analysis are enough. Yellow Belts also make great team members for Green and Black Belt projects.
Green Belt (GB)
Green Belts undertake Lean Six Sigma projects in their own departments but require a more comprehensive understanding of the Lean Six Sigma tool box to make the necessary process improvements. It is assumed that the root causes are not obvious and that a reasonable understanding of the statistical tool set is required. The training consists of 11 days, of which 5 days are devoted to Hypothesis Testing, Regression and Designed Experiments (DOE) and so Green Belts can undertake some pretty sophisticated projects. Green Belts often assist Black Belts on large strategic projects.
Black Belts (BB)
Black Belts are the main executors in a Lean Six Sigma deployment. They are traditionally full time problem solvers and they undertake large projects of strategic importance to the business. They require a thorough understanding of the DMAIC methodology and tool set and they receive a full 16 days of training. Their statistical knowledge and simulation techniques help them to find root cause in complex situations where the data may be messy and non parametric in nature. Experienced Black Belts can often mentor or coach Green Belts and they can usually expect a promotion into a Senior Management position after their two year assignment as a Black Belt within a deploying organisation. Some Green or Yellow Belts progress into Black Belts but this is in no way necessary. Anyone with a reasonable level of education, leadership qualities and problem solving aptitude and go into Lean Six Sigma at Black Belt level if they are prepared to work hard at it.
Master Black Belt (MBB)
All Lean Six Sigma Belts require training and support and this is the role of the Master Black Belt. S/he needs to be a master of both the DMAIC and DMADV methodologies and have a complete understanding both the Lean and Six Sigma tool boxes. MBB’s often coach Senior Managers or Executives within an organisation and therefore require good financial skills and the necessary ‘gravitas’ to command respect at this level. MBB’s may also undertake or manage large transformation projects requiring the coordination of several GB and BB projects. MBB’s are therefore trained (usually a further 10 days after BB training) only after a few years of successful deployment at Black Belt level.
I hope the above helps with the difficult and sometimes confusing decision regarding the ‘What Belt do I select’ question. It is important that you get the training you or you people require to ensure that skill levels are sufficient to provide the Belt with the wherewithal to undertake the sort of projects necessary to take the organisation to the next level. If you still have any doubts please feel free to contact us at SigmPro where someone will talk through your individual requirements and make sure you get the training and support you need. Happy problem solving!
Mike Titchen - Master Black Belt
Mike is a highly experienced MBB and has worked in both manufacturing and financial services industries. Mike joined SigmaPro as a Master Black Belt and lead trainer in 2006. His consulting and training experience has involved the development and delivery of training materials for six sigma programmes for several high profile clients, and Mike has helped clients deliver improvement savings totaling over £5M.
Before he joined SigmaPro, he has implemented and has been responsible for Six Sigma with Norwich Union, Textron and General Electric. Mike has an MBA and a BA (Arts), and away from work he enjoys golf, tennis, snooker and listening to music.
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