| The born leaders belonging to personality types INTJ | | | | methodologies, and applications in all functions of the |
| and ENTJ are the most likely people to be selected to | | | | organization. (He/she is assumed to be a resource for |
| become Master Black Belts. This can be by design or | | | | employing statistical process controls but typically |
| can be pure coincidence. But what one can not | | | | outside of Black Belt's purview). |
| disregard is the truth that they are in their positions | | | | MBB And Upstream Responsibilities |
| because of their enviable character that separates | | | | A Master Black Belt occupies an unenviable position |
| them from the crowd. Characteristically, INTJs and | | | | within the organization. He or she is the key link |
| ENTJs are strong in intuitive and judgmental abilities | | | | between the Black Belts and the Champion. He |
| which make them stand up for all the right things and | | | | participates in the project selection by contributing to |
| know when to act because of their impeccable sense | | | | the company in terms of strategic business point of |
| of timing. | | | | view. |
| Who Are Master Black Belts? | | | | Briefly, other responsibilities are listed here. The Master |
| Master Black Belts are experienced trained | | | | Black Belt works in coordination with the Champion to: |
| professionals bestowed with the responsibility of | | | | 1. Create commitment to achieve team and project |
| strategic implementation of projects. Their | | | | goals |
| responsibilities encompass the whole gamut of Six | | | | 2. Break down barriers to implementation, |
| Sigma implementation, which includes training the other | | | | 3. Make sure upper management supports team's |
| belts and strategizing on projects within an | | | | endeavors through DMAIC |
| organization. This unambiguously means that a Mater | | | | 4. Ensure team leaders are focused appropriately |
| Black Belt also acts as a watchdog of deployment | | | | 5. Help transition to process owner once project is |
| processes by keeping tabs on integrity issues such as | | | | complete |
| measurements, tollgates etc. Revising and improving | | | | 6. Acknowledge progress, success, and |
| training methodology and tools fall under the purview | | | | accomplishments. |
| of a Master Black Belt. | | | | A Master Black Belt's position is not connected to his |
| A Master Black Belt qualifies for that position through | | | | ranking. Master Black Belts, who are mostly chosen |
| virtues such as problem solving abilities at strategic | | | | from the middle management, are Black Belts of |
| levels. This calls for qualities such as being forward | | | | extraordinary abilities. A MBB trains, coaches and builds |
| looking, leadership by self-indulgence and thorough | | | | the team as a business planner. But at the core of it all, |
| expertise in the intricacies of business processes, Six | | | | he moves from a focus on "doing" to "working" on the |
| Sigma implementation techniques and statistical tools. | | | | holistic picture of bringing about an entire change of the |
| What assumes utmost importance is his or her brilliant | | | | organization. |
| analytical abilities to identify problem areas, tackle | | | | Ensuring sustainability, even after transfer from project |
| bottlenecks and other obstacles. Alertness to issues | | | | ownership to process ownership made possible |
| such as integrity misuse and misrepresentation of | | | | through weaving the visions of management and |
| authority and facts by down line support and line | | | | stakeholders together with the strategic business |
| employees is also emphasized. | | | | process is not possible without the essential |
| A Master Black Belt is disposed to train other | | | | contributions of the Master Black Belt. |
| facilitators of Six Sigma in aspects such as the tools, | | | | |