They’re Back, in Black: Six Sigma Experts Are Reintegrated, With Two Years of On-the-Job Experience Under Their Belts

Seagate Technologies Business Monday
December 2000
Original draft, by Tom LaRocque

This time, however, the move was more long-term. Nygaard now resides happily in Bangkok and is Director of Engineering in Seagate’s Thai facilities. He is one of 83 employees who enrolled in the Seagate Black Belt training program back in 1998. Most of those early Six Sigma pioneers, now equipped with ample skills from two years of training, are being reintegrated in the company work force.

“These are people who were the cream of the crop to begin with,” says Steve Frawley, operations director and manager of HR for Six Sigma. Newly certified Black Belts “are coming off their assignments with knowledge of all the methods and techniques that will be absolutely key to Seagate’s success,” he says. Six Sigma uses statistical tools to reduce variation in production processes. It has been widely adopted by high-tech manufacturers worldwide.

Like most considering the program two years ago, Nygaard recalls reservations about Black Belt training. “I was pretty nervous,” he says. “Essentially, I was going from a management role to being an individual contributor.” Such is the nature of Black Belt study, learning to solve discrete problems. Management responsibilities are left behind—temporarily, in most cases.

“Going in, I was assured that if I wanted to continue on a management track, I’d be able to do that,” Nygaard says. That was indeed his inclination. Nygaard now oversees the efforts of the Automation groups in Thailand. But some Black Belts opt for a path as pure statistical problem solvers—essentially individual contributors—after their exposure to the rigorous Six Sigma methodology.

Allowing flexibility in career direction is one the guiding principles behind the Black Belt Reintegration Plan, a document formalized recently by Seagate Human Resources. “Black Belts will move into roles of equal or better status than those they left behind,” the plan states. Status is defined in terms of pay, authority, and level of responsibility.

While many newly certified Black Belts return to—or have remained in—their original functional areas, others jump to new departments altogether. “That can be a tough switch for somebody, going from materials to marketing or marketing to engineering,” says Frawley. But from the company’s point of view, it’s a purposeful move. CEO Steve Luczo has expressed a desire to see Black Belts reintegrated into entirely new functional areas, “to help spread the seeds of Six Sigma throughout the company.”

While Six Sigma is a continuous learning process, a Black Belt assignment typically takes two years. After agreeing on an assignment, the student goes through a 13-week preparatory sequence. Included are three four-week cycles of mostly-theoretical instruction, each beginning with a full week of classroom study. Then comes one final week in the classroom. The four classroom courses cover the four essential steps of the Six Sigma process: Measure, Analyze, Improve, and Control. After that 13-week prep period, participants start their two-year Black Belt assignments, applying Six Sigma tools to real-world problems.

Nygaard’s first year in the “real world” included regular trips to Thailand. He concentrated on reducing variation in the manufacture of the head gimbal assembly (HGA) and head stack assembly (HSA), across all product lines. In his second year, he stayed in Minnesota and took over as a Master Black Belt in the company’s Normandale facility. A Master Black Belt works with the Hands-On Champion to identify projects worthy of Six Sigma solutions, and then helps the Black Belt to follow Six Sigma methodology throughout the product cycle. Nygaard’s work was in the Slider, HGA, HSA, Quality, and Supplier Quality organizations.

Upon completion of his Black Belt training, Nygaard eagerly accepted his current job in Thailand. “For me, the decision wasn’t difficult, having spent a lot of time over here previously,” he says. Still, an extended stay in a foreign country should not be taken lightly. “You have to be sure that’s what you want to do with your life,” he says.

“The company fully appreciates the commitment and contributions of Black Belts,” says Frawley. Recognizing that, the Reintegration Plan includes four steps to identify the best job opportunities for the reintegrating Black Belt. First is a Career Development Workshop, attended by Black Belts as a group. The Black Belt's manager also attends a one day workshop to aid in guiding career development. Next, each Black Belt creates a written profile, documenting desired career directions.

Third, the Black Belt's manager meets with a local Site Management Team representative, HR Director, and Hands on Champion to discuss job options for the Black Belt. And fourth, the offer of a new role, if one is desired, will occur no later than 30 days before the Black Belt reintegrates into the organization.

Steve Gunther, Vice President of Six Sigma, emphasizes the importance of Six Sigma training to Seagate’s business strategy. “Eventually, we’ll reach a point in the company where if someone’s going to be promoted, they will have to have had some Six Sigma training,” Gunther says. Six Sigma presently is identified as one of Seagate’s key business initiatives. Eventually, that won’t be the case. “The methodology will simply be ingrained in the way we do business,” says Gunther.

While Six Sigma is good for Seagate, it is also good for employees who embrace it, says Frawley. “I have people calling me all the time from within the company, requesting Black Belts as they come off of their assignments. Black Belt training is unquestionably a major boost for your career.”