Good Training, Better Projects; The Role of the Six Sigma Master Black Belt (MBB) – Part 1 of 2

Six Sigma Training

An MBB should be able to teach the methodology.  In that regards, simply being a competent and successful black belt does not qualify you to teach.  Yes, proficiency in the methodology is required to effectively teach, but the skill-set of a teacher is different from that of a practitioner.  An MBB must possess both.  There are many courses available to help the Black Belt interested in becoming an MBB acquire that ability.  Typically called “Train the Trainer,” these courses focus on universal teaching techniques.  A basic curriculum will address Training – Process & Fundamentals, Presenting – Building Clarity & Credibility, and Facilitating – Engaging Hearts & Minds.¹¹ Other resources to develop that skill set are the “Telling Ain’t Training” book and workshop by Harold Stolovitch, as well as resources made available by professional training association ASTD.  Ultimately, as MBBs, we need to keep in mind that the “whole purpose of training, instruction, and education is to enable people to learn.  [Our] mission is not to transmit information but to transform the learners.”¹² This is one area MBBs need to deliberately develop their abilities in, relying on research and proven teaching techniques.

Project Selection

The lifeblood of a successful Six Sigma deployment is the selection of the right projects to work on.  If the project does not address a vital issue or area, it will be difficult to gather the required resources to tackle it.  Most witnesses may ironically smirk and ask “why are we working on this?”  Conversely, performance improvements achieved through a Six Sigma project that resolves a complex, important and high-visibility issue will tend to generate excitement and momentum.  Activity is not synonymous with progress.  The projects assigned to black belt ought to be important and significant to the success of a firm.  These strategic projects, other than being aligned with the vision of a company, enable true progress in operational excellence and profitability of a company, which is a main reason for a Six Sigma deployment. Furthermore, these high-impact projects provide the black belt with a sense of purpose, which author Daniel Pink has identified as a key motivation driver, together with autonomy and mastery.  “Ultimately, type I behavior depends on three nutrients: autonomy, mastery, and purpose. Type I behavior is self-directed. It is devoted on becoming better at something that matters. And it connects that quest for excellence to a larger purpose.”¹³ While autonomy is achieved through an independent organizational structure, and mastery through challenging and rigorous training, a key way to provide purpose is to assign the black belt to the top priorities/challenges/opportunities that a firm faces.  As MBBs, we need to be able to identify these projects, properly scope them, and assign them in short-order.

References

11.  G. Evans, “Train-The-Trainer,” Dynamic Training Corporation, 2008

12.   H. Stolovitch & E. Keeps, “Telling Ain’t Training,” ASTD Press, 2002

13.   D. Pink, “Drive,” Riverhead Books, 2009