Information Technology Reference
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is replenished periodically. The 1% role (i.e., 1 Black Belt per 100 employees), has
been adopted by several successful deployments. The number of MBBs is a fixed
percentage of the Black Belt population. Current practice ranges from 10 to 20 Black
Belts per MBB.
9.3.2.2.6 Green Belt.
A Green Belt is an employee of the deploying company
who has been trained on Six Sigma and will participate on project teams as part of
their full-time job. The Green Belt penetration of knowledge and Six Sigma skills is
less than that of a Black Belt. The Green Belt business knowledge in their company
is a necessity to ensure the success of their improvement task. The Green Belt
employee plays an important role in executing the Six Sigma process on day-to-day
operations by completing smaller scope projects. Black Belts should be networked
around Green Belts to support and coach Green Belts. Green Belt training is not
for awareness. The deployment plan should enforce certification while tracking their
project status as control mechanisms over deployment. Green Belts, like Black Belts,
should be closing projects as well.
In summary, Green Belts are employees trained in Six Sigma methodologies that
are conducting or contributing to a project that requires Six Sigma application. After
successful completion of training, Green Belts will be able to participate in larger
projects being conducted by a Black Belt, lead small projects, and apply Six Sigma
tools and concepts to daily work.
9.3.2.3 Communication Plan.
To ensure the success of software DFSS, the
deployment team should develop a communication plan that highlights the key steps
as software DFSS is being deployed. In doing so, they should target the audiences that
will receive necessary communication at various points in the deployment process
with identifiable possible mediums of communication deemed most effective by
the company. The deployment team should outline the overriding communication
objectives at each major phase of software DFSS deployment and provide a high-
level, recommended communications plan for each of the identified communicators
during company DFSS initialization.
As software DFSS is deployed in a company, we recommend that various people
communicate certain messages at certain relative times. For example, at the outset of
deployment, the CEO should send a strong message to the executive population that
the corporation is adopting software DFSS, why it is necessary, who will be leading
the effort both at leadership and deployment team levels, why their commitment and
involvement is absolutely required, as well as other important items. The CEO also
sends, among other communiques to other audiences, a message to the deployment
champions, explaining why they have been chosen, what is expected of them, and
how they are empowered to enact their respective roles and responsibilities.
Several key people will need to communicate key messages to key audiences
as DFSS is initialized, deployed, and sustained. For example, the training and de-
velopment leader, finance leader, human resources (HR) leader, IT leader, project
champions, deployment champions (functional leaders), managers and supervisors,
Black Belts, and Green Belts, to name a few. Every leader involved in DFSS processes
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