Master Black Belt responsibility
Black Belts are primarily responsible for the execution of 6 Sigma methodology and its
statistical tools in order to deliver process improvement and the accompanying financial
benefits. Master Black Belts provide feedback to Black Belts on this aspect of their
performance two times per year, in the first and third review periods. (This should be
directly documented in the PDP, requiring that the supervising sponsor give edit access
to MBBs.) Listed below are elements within this category along with questions to
illustrate the scope of the element. They include:
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Project planning
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Does the BB develop an effective project plan during the Define phase?
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Is the project plan updated in a timely manner?
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Project management
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Does the BB take responsibility for managing the project and its deliverables?
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Is the BB effective at keeping the project on track?
o
Does the BB assign reasonable tasks to appropriate team members and hold
them accountable?
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Are priorities and deadlines established and clear to all stakeholders?
o
Does the BB efficiently organize resources to complete tasks?
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Documentation
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Does the BB document all meetings?
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Is the documentation complete, coherent, and concise?
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Does the BB update stakeholders regularly on progress and issues?
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Is eTracker up to date?
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Are projected benefits entered?
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Are actual benefits submitted on time?
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Are presentations effective?
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Process mapping
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Is the as-is process map complete?
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Is the to-be process map clear and complete, providing enough detail to ensure its
ongoing usage?
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Tool selection
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Does the BB select the correct tool for the situation?
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Is the BB a resource for other BBs in tool selection?
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Tool application
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Does the BB consistently apply 6 Sigma tools correctly?
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Is the BB sought by peers for expertise in tool application?
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Gateway reviews
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Are gateway reviews scheduled for all attendees during the Define phase?
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Do gateway reviews cover required elements?
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Are the review presentations crisp and to-the-point?
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Do the review presentations involve team members appropriately?
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Is the sponsor involved in the review?
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Do issues have proposed solutions?
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Is a summary of the review outcome communicated to all stakeholders including
upper level managers?
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Control plans
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Has the BB proposed an adequate control plan?
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Is the documentation in order?
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Is the control plan effective and possible?
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Is process ownership clearly defined?
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Are smartgoals defined with simple and effective metrics?
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Do all stakeholders understand the elements of the control plan?
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Methodology execution
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Does the BB use CCRs and CBRs correctly? Distinguish differences?
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Are facts and data utilized to establish the root cause?
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Is business risk management used appropriately?
o
Follows process and completes all key tasks?
Project success (40%)
Project Sponsor responsibility
Black Belts must also be evaluated on their success in executing projects, not just the
methodology. Input in this category should come from all project sponsors of the
projects led by the Black Belt during the review period and summarized by the ‘report
to‘ sponsor. Elements include:
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Project duration
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For completed projects, did the project(s) complete in the appropriate
timeframe? (4-6 month for DMAIC projects and 12-18 months for DMEDI)
o
For active projects, is the project on track to complete in the appropriate
timeframe?
o
What is the overall average project duration for this BB? Is the BB meeting
expectations (192 day average for DMAIC project)? Is there an improving trend?
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Project benefits
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Did or will the project deliver the expected benefits?
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Were quick wins identified?
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Were additional benefits identified?
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What are the overall annualized project benefits being delivered by this BB?
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Is the BB meeting minimal requirements for delivery of benefits for their salary
grade? (Job descriptions outline expectations. Those not meeting expectations should
not receive more than a ‘contributing‘ overall rating.)
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Sustainability of solutions
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Can the process owners organization easily implement and sustain the solution?
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Is the control plan cumbersome?
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Are elements of the control plan developed to be embedded in performance
expectations?
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Number of projects
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Is the Black Belt leading an appropriate number of projects? (1 for BBs in training,
minimally 2 for recent graduates, 3-4 for experienced BBs)
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Is the Black Belt completing the expected number of projects in a
year? (Reference job description.)
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Green Belt training
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Has the BB successfully trained the required number of green belts?
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Did the trained Green Belts pass the exam?
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Have any been certified?
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Certification
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Has the BB met the certification requirements?
Leadership (40%)
Project Sponsor responsibility
The final category for Black Belt evaluation is Leadership and should look at the Black
Belts abilities in addressing significant challenges, directing/impacting efforts beyond
defined project scope, developing team members, peer recognition of expertise,
etc. Include attributes such as:
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Challenging the Process
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Does the BB willingly take or volunteer for difficult projects?
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Does the BB consistently deliver breatkthrough results?
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Inspiring a Shared Vision
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Does the BB see beyond the immediate project scope and develop MGPPs?
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Enabling Others to Act
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Does the BB involve the key stakeholders early in the project?
o
Does the BB keep stakeholders up to date on significant project progress outside
Gateway reviews?
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Are stakeholders involved in Gateway reviews?
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Modeling the Way
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Does the BB effectively communicate with the organizations leaders?
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Do leaders recognize the BB as a successful project leader?
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Is the BB requested to lead important projects?
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Are project goals clearly linked to strategies through metrics?
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Encouraging the Heart
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Does the BB consistently motivate the team to high performance levels, resulting
in outstanding results that exceed goals?
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Are recognition activities appropriate and consistent?