Here’s a question for this week. In 2009 ASQ struggled with redefining certifications for Lean, Six Sigma for all belt levels, and particularly Master Back Belt. In 1989 studying the Toyota production system when I was with IBM, you were required to complete a substantial number of projects to become a sensei.

That’s all ASQ requires for people to become certified in a belt. The industry leaders deciding this have not completed a project 2 projects at each level. They proposed to move this up from 2 to 3 or 5 projects for black and master black belts.

The reason I bring this to your attention is the industry has too many claiming to be experts in Lean, Six Sigma, and Operational Excellence.

1st question is what is the number of projects that you believe a master black belt should compete successfully before he or she has been given this title?

2nd question, what makes them an authority or expert in this field that can make or break a company?

3rd question, why do so many leaders of companies put their organization at risk with people with less experience than them in continuous improvement?

What are thoughts and write your comments to start the discussion?

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