The course is structured around the six key roles of a LSS Master Black Belt. Each Module provides tools, techniques, discussions, exercise and examples so that you can master each element and certify as a Lean Six Sigma Master Black Belt.  Each module is explained below. 

Project Executor:

Some projects are too technically or organisationally complex for the average Black Belt, requiring tools or project management skills beyond the scope of most Black Belt programmes. Projects requiring sophisticated VOC (voice of the customer) analysis or simulation techniques may need the special expertise of a Master Black Belt.

Some projects require the use of DfSS (Design for Six Sigma). This utilise the DMADV (Define, Measure, Analyse, Design, Validate) methodology rather than the standard DMAIC roadmap.

Some projects may have such a large scope that they need to be delivered by means of transformational project clusters, or by means of multigenerational plans, and these usually require the skills of the Master Black Belt to divide up and coordinate.

Some projects require rapid intervention by means of large-scale multifunction Kaizen events requiring the sort of facilitation skills beyond that found in most Black Belts.

Performance Manager

Someone has to drive the Lean Six Sigma Deployment and this is often seen as the role of a Senior Leader (the Deployment Champion) in a business, but more often than not the actual day to day running of Lean Six Sigma is carried out by the Master Black Belt.

This involves ensuring that processes are in place to identify, prioritise, select and of course deliver Lean Six Sigma projects on time. Technical competence is a must to achieve this, but it also requires the ability to gain the organisational acceptance of senior leaders and management in general.

Lean Six Sigma programmes are usually expected to deliver a healthy return on investment (ROI) and the Master Black Belt must ensure that the projects will deliver the 4:1 ROI often demanded of such a programme.

The Master Black Belt may also be called upon to act as the line manager of any full time Black Belts employed within the company.

Trainer

Black Belts, Green Belts, Champions and Yellow Belts all need to be trained, and who else is there to deliver this training other than the Master Black Belt? This training must be targeted at the specific needs of the business and utilise a range of training methods appropriate to different adult learning styles and environments.

Many of the Lean Six Sigma tools are technically complex and the skilled Master Black Belt can overcome the reluctance of many staff to really engage with these tools. She must help the trainees answer the three key questions related to any training. “Do I understand it? Is it worthwhile? Can I do it?”

Coach

One of the key roles of the Master Black Belt is as a coach to both Belts and Management. The objective here is to build a strong, supportive, trusting and accountable culture as part of the strategy to deliver the projects necessary to deliver the ROI discussed under the “Performance Management” bullet above.

On a human level this also helps people to reach their full potential and maximum job satisfaction. Lean Six Sigma is a development programme for both individuals and for organisations, and this development process is never without its set-backs and obstacles. The successful Master Black Belt can help those individuals and the business as a whole face up to and overcome these obstacles and set-backs.

Tool Expert

Master Black Belts within a company are usually the person to go to when complex analysis is required.  Anything from predicting sales revenues for the next five years, to gauge or reliability studies, to data mining challenges  can be presented to the Master Black Belt, and Senior leaders will also seek the advice of Master Black Belts on tools they can use to help with the strategic development of the business.

Master Black Belts are expected to ensure that the DMAIC and DMADV disciplines are followed at all times within the company and that appropriate conclusions are drawn from sound analysis of data.

Master Black Belts are expected to continuously advance their own understanding of the tools and to develop/adapt tools for use within their own business.

Brand Advocate and Change Agent

Finally, the Master Black Belt is expected to own, communicate and protect the ‘Lean Six Sigma Brand’ within the Company. She is expected to ensure that the structure and roles are understood and adhered to, and also to ensure that the Lean Six Sigma Brand is continually renewed through creative development over time.

Lean Six Sigma is about improvement, and improvement always involves change, and change is always resisted within a company. The Master Black Belt must therefore be an expert in the Change Management field if she is to be successful.

Together, these six training modules are designed enable the delegates to develop the skills necessary to fulfill all the above roles