Six Sigma Deployment
Offering a chronology of events from the origin of Six Sigma to the present, this unique book introduces the currently popular breakthrough strategy and explains how this compares to the original methodology.
TABLE OF CONTENTS Six Sigma Deployment
Chapter 10: Green Belts
Overview
There are major classifications of people within the organization who need to be competent at Green Belt level. These are managers, Six Sigma project team members, and Green Belt project leaders. The speed for each of these classes to achieve Green Belt competence is dependent upon the individuals and the needs of a project (Figure 10.1).
Figure 10.1: Green Belts.
Training for these groups can be done separately or in combined classes.
Managers
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Some organizations require all managers to be Green Belt qualified.
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Some organizations will not promote a manager unless he or she is Green Belt qualified.
Six Sigma Project Team Members
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To participate effectively on Six Sigma project teams, the members need to be Green Belt qualified.
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This training of team members is an important part of the timeline and budget considerations for a Six Sigma project.
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Green Belt team members provide the subject matter expertise for the project. Their experience in working in the process provides insight and perspective that cannot be gained in any other way.
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Most Green Belt team members are less than full-time on a project. They have a "normal" job to do and work on the Six Sigma project as a separate assignment. This requires that issues such as overtime, normal work demands, and so forth be addressed.
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Green Belt team members can come from any level in the organization; the key is that they use the process that is part of the Six Sigma project and have subject matter expertise and...
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