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Black Belt Performance Appraisal/Goal Sheet

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Message: 23978
Posted by: MG
Posted on: Tuesday, 25th February 2003

Could someone help me with the areas on which Black Belts' performance is assessed. I am referring to clear cut targets/parameters that they rated on for an appraisal.Is there a specific goal sheet we could refer to?

I have searched the Forum but could not get to anything concrete....if anyone can post a discussion around this that I may have missed, I would really aprreciate it!

Thanks in advance!

Message: 24115
Posted by: Julie
Posted on: Thursday, 27th February 2003

We have separated our performance reviews into 3 areas, technical execution, project success, and leadership.  Within each of these areas are specific behaviors and metrics for assessment.  I have attached summary documentation below.  There are several documents in associated reference materials as well.

Technical application  (20%)

Master Black Belt responsibility

Black Belts are primarily responsible for the execution of 6 Sigma methodology and its statistical tools in order to deliver process improvement and the accompanying financial benefits.  Master Black Belts provide feedback to Black Belts on this aspect of their performance two times per year, in the first and third review periods.  (This should be directly documented in the PDP, requiring that the supervising sponsor give edit access to MBBs.)  Listed below are elements within this category along with questions to illustrate the scope of the element.  They include: 

-         Project planning

o       Does the BB develop an effective project plan during the Define phase?

o       Is the project plan updated in a timely manner?

-         Project management

o       Does the BB take responsibility for managing the project and its deliverables?

o       Is the BB effective at keeping the project on track?

o       Does the BB assign reasonable tasks to appropriate team members and hold them accountable?

o       Are priorities and deadlines established and clear to all stakeholders?

o       Does the BB efficiently organize resources to complete tasks?

-         Documentation

o       Does the BB document all meetings?

o       Is the documentation complete, coherent, and concise?

o       Does the BB update stakeholders regularly on progress and issues?

o       Is eTracker up to date?

o       Are projected benefits entered?

o       Are actual benefits submitted on time?

o       Are presentations effective?

-         Process mapping

o       Is the as-is process map complete?

o       Is the to-be process map clear and complete, providing enough detail to ensure its ongoing usage?

-         Tool selection

o       Does the BB select the correct tool for the situation?

o       Is the BB a resource for other BBs in tool selection?

-         Tool application

o       Does the BB consistently apply 6 Sigma tools correctly?

o       Is the BB sought by peers for expertise in tool application?

-         Gateway reviews

o       Are gateway reviews scheduled for all attendees during the Define phase?

o       Do gateway reviews cover required elements?

o       Are the review presentations crisp and to-the-point?

o       Do the review presentations involve team members appropriately?

o       Is the sponsor involved in the review?

o       Do issues have proposed solutions?

o       Is a summary of the review outcome communicated to all stakeholders including upper level managers?

-         Control plans

o       Has the BB proposed an adequate control plan?

o       Is the documentation in order?

o       Is the control plan effective and possible?

o       Is process ownership clearly defined?

o       Are smartgoals defined with simple and effective metrics?

o       Do all stakeholders understand the elements of the control plan?

-         Methodology execution

o       Does the BB use CCRs and CBRs correctly?  Distinguish differences?

o       Are facts and data utilized to establish the root cause?

o       Is business risk management used appropriately?

o       Follows process and completes all key tasks? 

 Project success (40%)

Project Sponsor responsibility

Black Belts must also be evaluated on their success in executing projects, not just the methodology.  Input in this category should come from all project sponsors of the projects led by the Black Belt during the review period and summarized by the ‘report to’ sponsor.  Elements include:

-         Project duration 

o       For completed projects, did the project(s) complete in the appropriate timeframe?  (4-6 month for DMAIC projects and 12-18 months for DMEDI)

o       For active projects, is the project on track to complete in the appropriate timeframe?

o       What is the overall average project duration for this BB?  Is the BB meeting expectations (192 day average for DMAIC project)?  Is there an improving trend?

-         Project benefits

o       Did or will the project deliver the expected benefits?

o       Were quick wins identified?

o       Were additional benefits identified?

o       What are the overall annualized project benefits being delivered by this BB? 

o       Is the BB meeting minimal requirements for delivery of benefits for their salary grade?  (Job descriptions outline expectations.  Those not meeting expectations should not receive more than a ‘contributing’ overall rating.)

-         Sustainability of solutions

o       Can the process owner’s organization easily implement and sustain the solution?

o       Is the control plan cumbersome?

o       Are elements of the control plan developed to be embedded in performance expectations?

-         Number of projects

o       Is the Black Belt leading an appropriate number of projects?  (1 for BBs in training, minimally 2 for recent graduates, 3-4 for experienced BBs)

o       Is the Black Belt completing the expected number of projects in a year?  (Reference job description.)

-         Green Belt training

o       Has the BB successfully trained the required number of green belts?

o       Did the trained Green Belts pass the exam?

o       Have any been certified?

-         Certification

o       Has the BB met the certification requirements?


Leadership (40%)

Project Sponsor responsibility

The final category for Black Belt evaluation is Leadership and should look at the Black Belt’s abilities in addressing significant challenges, directing/impacting efforts beyond defined project scope, developing team members, peer recognition of expertise, etc.  Include attributes such as:

-         Challenging the Process

o       Does the BB willingly take or volunteer for difficult projects?

o       Does the BB consistently deliver breatkthrough results?

-         Inspiring a Shared Vision

o       Does the BB see beyond the immediate project scope and develop MGPPs?

-         Enabling Others to Act

o       Does the BB involve the key stakeholders early in the project?

o       Does the BB keep stakeholders up to date on significant project progress outside Gateway reviews?

o       Are stakeholders involved in Gateway reviews?

-         Modeling the Way

o       Does the BB effectively communicate with the organization’s leaders?

o       Do leaders recognize the BB as a successful project leader?

o       Is the BB requested to lead important projects?

o       Are project goals clearly linked to strategies through metrics?

-         Encouraging the Heart

o       Does the BB consistently motivate the team to high performance levels, resulting in outstanding results that exceed goals?

o       Are recognition activities appropriate and consistent?

Message: 24119
Posted by: Helen
Posted on: Thursday, 27th February 2003

Looking at this appraisal, it looks like 1/10th of 1% of the population (even Black Belts) is capable of mastering it.  I believe performance appraisals foster an environment of fear in business (one of Deming's 7 deadly diseases).  A recent article in Quality Progress will shed light on this issue. 

Is there anybody out there who works in an organization that doesn't incorporate performance evaluations?  If so, I'd like to hear about your experiences,...good or bad.


Best Regards,



Message: 24126
Posted by: Will
Posted on: Thursday, 27th February 2003


Coming from a culture that values performance of employees, I think what you have suggested is excellent. I am going to incorporate a couple of ideas into our performance appraisals today, and I really appreciate you taking the time to post your thoughts.


Message: 24151
Posted by: Samdura
Posted on: Thursday, 27th February 2003

I agree.  Most of the time, performance evaluations are too subjective and only serve to rob employees of ambition and saps the energy out of them.  That is not to say, though, that I'm against proactive coaching and monitoring performance.  The formal appraisal though, has never met its intended purpose in my opinion.



Message: 24163
Posted by: sls
Posted on: Thursday, 27th February 2003

There's a lot of behavioral science literature out there about how to devise meaningful performance evaluations. For our black belts, we looked at the categories on our annual reviews -- quality of work, leadership, teamwork, initiative, accountability, etc. -- and defined the specific, measurable behaviors associated with each. For example, under quality of work, there are 7 specific behaviors we measure, including things like timely certification, competence in application of Six Sigma tools, etc. And each of those behaviors is defined on an A to D scale. So in order to get an A for timely certification, a black belt (candidate in this instance) must certify within six months of less from the start of training. A D is for certifying more than 2 weeks past the 8-month "drop dead" deadline.

We also use a scorecard that goes to every member of a team that asks specific questions about the black belt's performance. All of this information is rolled up and ranked for incorporation in the annual review.

The key thing, I think, is to identify the behaviors that will give you the results you want; that is, if you want a black belt to deliver $1 million in savings in a year, what behaviors must be demonstrated to achieve that result. Then make the measures as observable and specific as possible. If you do it correctly, you can eliminate many of the complaints people have about performance evaluations.

Message: 24180
Posted by: MG
Posted on: Friday, 28th February 2003


Thanks for your responses. I am sure I can get a good start from them. For those who expressed that performance appraisals don't make sense and are a waste of time, I think it has a lot to do with how objectively  a goal sheet is made.

True, subjectivity is a part and parcel of any appraisal, but if the concerned people take the effort to measure and outline result areas in a data driven and objective manner I think the purpose of Performance Appraisals will be met.

In fact, I wonder what would happen in a situation where there are no goal sheets in place...could someone throw some light?? I think it would be chaotic.



Message: 24187
Posted by: Jay Dee
Posted on: Friday, 28th February 2003

I agree with both Samdura and Helen.   Many years ago I read (I'm pretty sure it was Deming) and now it's something I sincerly believe.  "A formal Performance Evaluation is the  single most destructive instrument in any organization."  Performance evaluation drives an organization to mediocrity.  They inhibit innovation because nobody wants to take a chance on doing something different because suppose it doesn't work.  And as for goals, how many times do you think anyone is going to set goals they might not reach?  And say you don't reach your goals for three performance periods in a row.  You can bet the next goal is going to be not only attainable, but easy.  And the reporting official is going to make sure of it.  After all, if you don't reach your goal it doesn't reflect well on you or your supervisor.   

Pretty soon everyone learns to play the game.


Message: 24191
Posted by: Billybob
Posted on: Friday, 28th February 2003

Hello folks,

Performance apprasials should be appraisals of ones performance.  So there should not be any surprises to the employee.  But I think most of us have gotten an eye opening comment once the door was shut.  I always tell my boss if you have any problems with me or what I am doing lets get out in the open today.  There are plenty bosses who don't know how manage and all they know how to do is to save up all their gripes and let them rip on review day.

Don't forget performance goals are like budgets..they are all targets. Some are easier to hit than others and sometimes goals are changed during the year.



Message: 24193
Posted by: Tom
Posted on: Friday, 28th February 2003

The problem with Personal Performance Appraisal is that it causes the self-limiting paradigm.

In your organization you will have a "performance distribution", with some individuals among the best and some individuals among the worst. In saying that, I am not comparing against goals, but against an "absolute scale" (let's say value added to the organization)

Once you introduce the Performance Appraisal and set Personal Goals for each individual, you flatten that distribution. First: Who get the tougher chalenges for the most complicated projects? Who get those "easy tasks" that about anybody could handle? It's like the handicap in Golf. At the end, on average, the best ones acomplish theire Personal Goals about as successfully as the worst.

And even worse: Who do you think that get those "not expected - last minute - must be fixed - no idea how to solve - leave what you are doing - emergency" problems, and also the "new idea - very important - we want YOU to lead this" projects, not written in your "main tasks" sheet and not considered when your goals were set?

I think that the only way to assess your performance is with the satisfaction of your internal customers (your boss, your colleagues, the people you have in charge) about your services. And that, at the end, is subjective.

Message: 24259
Posted by: Jay Dee
Posted on: Monday, 3rd March 2003


If you'd like to know what some of the so called "experts" say about the value of performance appraisals, Check out this site

Message: 29755
Posted by: It's a Mystery
Posted on: Thursday, 3rd July 2003

So...why do companies still formally rate their employees then?

Message: 29772
Posted by: TC Trible
Posted on: Thursday, 3rd July 2003

...because they (management) does not know what else to do...

See the attached

See also Jenkins and Coens,  Abolishing Performance Appraisals

Message: 29814
Posted by: Wicho
Posted on: Friday, 4th July 2003

Couldn´t link the reference you´re giving.........!

Message: 29975
Posted by: Thomas C. Trible
Posted on: Wednesday, 9th July 2003

I just tried the link and it worked for me.  Try again.  If it does not work search on Peter Scholtes.  You are looking for "Performance Appraisals or TQM, Pick One."

The Scholtes' paper presents an excellent, rational argument why performance appraisals just don't work - and why they are in conflict with quality improvement.

Good Luck...

TC Trible


Message: 29982
Posted by: Hemanth
Posted on: Thursday, 10th July 2003

Hi Julie

This is comprehensive and I am sure the black belts you have, would be right on their toes. I have a query, as I understand these questions must be anwered in yes/No, then how do you rate your black belts? What is the metric you use?
Thanks again

Message: 30000
Posted by: Julie
Posted on: Thursday, 10th July 2003

Actually, the questions are not required to be answered, they are directional so that the reviewer can see the areas that need to be evaluated.  All our company's evaluations are ranked on a 5 point scale with 3 being meets performance expectations.  1 is distinguished performance, far surpasses job expectations.  2 is notable, exceeded job expectations on an ongoing basis. 4 is needs improvement and 5 is unacceptable. 

No doubt that we need to continue to refine this process.

Message: 34237
Posted by: Brad M
Posted on: Monday, 13th October 2003


Thanks for your excellent post on Performance Appraisals for BB's.  I found the post through a search and was wondering if you could provide an explanation for the "MGPP" acronym you used in your details.


Brad M.

Message: 46195
Posted by: saleh omran
Posted on: Saturday, 15th May 2004

if you please is there a good form for evaluation employees?

we want to use performance management in our company

but some manager said that the form is just a report from  the manager

about steps which was made by the employee and what the result of his work

and it isnot nessesary a form with degrees on many items as we do at last time

what.s your openion

Message: 49899
Posted by: jonathan gregory
Posted on: Tuesday, 13th July 2004

hi its jonathan gregory here can you give me infomation about stage lights and how you work them because im learning theschool lights and need to know what to do for proformances

yours sencerly j.gregory

Message: 49900
Posted by: jonathan gregory
Posted on: Tuesday, 13th July 2004

hi its jonathan gregory here can you give me infomation about stage lights and how you work them because im learning theschool lights and need to know what to do for proformances

yours sencerly j.gregory

Message: 49906
Posted by: george
Posted on: Tuesday, 13th July 2004

V. Laxman will tell you.  It has something to do with physics and work function and can be represented with a fomula.   Very interesting and his post will not only go on forever but will be repeated in various paragraph structures.  You will be so glad you asked.    G-

Message: 50471
Posted by: Noname expert
Posted on: Monday, 19th July 2004

Just Excellent.

Message: 50575
Posted by: Austin
Posted on: Tuesday, 20th July 2004


The problem I have with performance evaluations in six sigma certification is that the whole six sigma philosophy is based on data driven decision making. We then come along and decide who should be certified based on how the person is perceived. The second problem I have is that if a person has all of these leadership abilities they are likely to be in a management role already where they don't actually get to work on using the six-sigma tools. If this is the case it would be very difficult to meet the requirements of technical application of the tools. You then end up in a situation of having brilliant technical people who can't get certified because they're not management material and good managers who can't get certified because they have to delegate all the technical work.


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