Black belt DMAIC process
From Supply Chain Management Encyclopedia
Russian: Процесс DMAIC Черный пояс'
Black Belt DMAIC process is a special approach for implementation Six Sigma process improvements tools and tactics for long-term processes and projects (30 days and more) leaded by specially trained specialists – Black Belts and Master Black Belts. Six Sigma is a managerial approach designed to create processes that result in no more than 3.4 defects per million  Six Sigma implementation allows companies to improve their processes by designing and monitoring everyday business activities in ways that minimize waste and resources while making fewer mistakes. In order to meet these goals Six Sigma uses a five-step process, which is known as DMAIC process, named for five steps in the process: Define, Measure, Analyze, Improve and Control.
To guide managers in their tasks leading to process improvement DMAIC process is used. It contains of five steps:
Define. The problem is defined; costs, benefits and impact on the customer are identified.
Measure. Critical-to quality (CTQ) characteristics are defined and operational definitions for each characteristic are developed. Measurement procedure is verified to be consistent over time. For measurements are used Total Quality Management Tools (TQM Tools) as well as widely used statistical methods.
Analyze. Variables in the process causing the defects are identified; data are collected to determine benchmarks for each process variable.
Improve. The main idea for this stage is to determine the best level for each variable making change in the process.
Control. The process should be monitored during this stage to avoid potential problems that may occur when a process is changed. The power of the Six Sigma DMAIC methodology lies in the structure and the rigor. Of the hundreds of TQM tools that have been developed over the years, the most important ones are used in Black Belt DMAIC process.
Six Sigma enterprise
The Six Sigma quality standard has become a benchmark in many industries. This methodology can be useful in different departments, for example, in the finance and accounting departments it can be used to reduce costing errors and the time required to close the books at the end of the period. There are two main aspects to implementing the Six Sigma concept. The first is the use of technical tools to identify and eliminate causes of quality problems. The second aspect is people involvement. In Six Sigma all employees have the training to use technical tools and are responsible for rooting out quality problems. Employees are given martial arts titles that reflect their skills in the Six Sigma process. Leadership and support for the Six Sigma structure must flow from the top down involving Executives, Senior Leadership, Deployment Directors, Deployment Champions, Project Champions, Master Black Belts, Black Belts, Green Belts and Team Members .
Black Belts and Master Black Belts are individuals who have extensive training in the use of technical tools and are responsible for carrying out the implementation of Six Sigma. Black Belts have the highest level of statistical training in Six Sigma. A Master Black Belt is classically trained in statistical tools, Six Sigma methodology and management processes. They are experienced individuals who oversee the measuring, analyzing, process controlling, and improving key processes that influence customer satisfaction and productivity growth. They achieve this by acting as coaches, team leaders, and facilitators of the process of continuous improvement. Black Belts key competencies are 
- Customer Advocacy. Black Belts should readily communicate the understanding that customers are always the recipients of processes, and that customers are always the final judge of product or service quality.
- Passion. Black Belts must be self-motivated, have initiative, and have a positive personality. At times they are expected to be a cheerleader, to pick up the team and help them move forward productively.
- Change Leadership. Black Belts have demonstrated performance as a change agent in the past, regardless of their job duties.
- Communication. Black Belts are effective communicators, which is essential for the many roles they serve: trainers, coaches, and mentors.
- Business Acumen. Black Belts are business leaders, not the quality managers of the past. As such, they should have business knowledge and the ability to display the linkage between projects and desired business results.
- Project Management. Knowledge of project management fundamentals and experience managing projects are essential.
- Technical Aptitude. The Black Belt is required to collect and analyze data for determining an improvement strategy.
- Team Player and Leader. Black Belts must possess the ability to lead, work with teams, be part of a team, and understand team dynamics.
- Result Oriented. Black Belts are expected to perform and produce tangible financial results for the business.
- ↑ David M.Levine Statistics for Six Sigma Green Belts with Minitab and JMP, Pearson Pretice Hall, 2006. ISBN 0-13-229195-9
- ↑ WHAT IS SIX SIGMA? Donald P. Lynch, Ph.D. University of Michigan Center for Professional Development
- ↑ Charles Waxer for iSixSigma http://www.isixsigma.com/new-to-six-sigma/roles-responsibilities/top-ten-six-sigma-black-belt-candidate-qualities