Between 1987 and 1992, the most successful implementation of Six Sigma didn’t require Black Belts or Green Belts. Instead, Six Sigma initiates received training in problem solving, team work, basic quality tools, and statistical tools. However, sense of urgency, dramatic improvement, and teamwork were mandatory requirements for everyone in the organization to practice. In addition, department managers conducted awareness trainings to ensure consistency between their expectations and skills learned. Besides, it was the best way to demonstrate their commitment to their troops.

While evolving into a mature define, measure, analyze, improve, and control (DMAIC) approach for standardizing the Six Sigma implementation process, training has become rote. Training slides are cheap, and anyone can teach Six Sigma. Training standards, content, and effectiveness vary among training providers. One Green Belt training program may include seven to 10 basic quality tools, while the other one may encompass the entire American Society for Quality body of knowledge, which is similar to Black Belt programs. As the number of providers of Six Sigma training grows, how can one ensure effectiveness and return on investment?

A Black Belt certification doesn’t guarantee the ability to solve problems. Simply being able to run a design of experiment (DOE) doesn’t produce dramatic improvement. The purpose of the training is to give Six Sigma practitioners the confidence, tools, and ability to dig deeper into the problem and to learn the unknown processes. Six Sigma isn’t a silver bullet and DOE isn’t a magic wand. I have observed some Black Belts reciting statistical formulas, applying statistical methods, or becoming statistical software experts, and yet struggling to solve real-world problems due to their inability to work with people, or to interpret the statistical information, or because of their lack of process knowledge.

To overcome the gap between statistics-driven Six Sigma training and the holes in the process knowledge, one must focus on the ultimate Six Sigma goal, the intent of Six Sigma. Without this goal, one doesn’t know where and when to apply the methodology and can therefore not achieve the project objectives. The intent of Six Sigma is to accelerate improvement economically by scoping out the project effectively, practicing innovative thinking, and applying tools and methods creatively.

Six Sigma exists to achieve dramatic improvement; it’s not meant to focus solely on statistical techniques, and understanding the difference between statistical correlation and physical causation is fundamental. Process knowledge is more helpful than statistical knowledge. When actions are taken, eventually processes improve.

To simplify Six Sigma, trainers must focus on highlighting its goal and the DMAIC methodology. Tools and measurements must be addressed at a level the participants can comprehend, and must be applied to real problems. Effective Six Sigma training must make participants want to practice Six Sigma methods and tools routinely, rather than only when asked to by the boss.