Six Sigma in Pharma Brand and Sales Management: Applying The Black Belts Concept Jack Welch – (Sales Management 19)
The Jack Welch Lexicon of Leadership: The Black Belts Concept
I just completed rereading the book “The Jack Welch Lexicon of Leadership” – The Black Belts.
I had first read it somewhere in 2018, but unfortunately, I hadn’t made any notes. In the re-reading I made it a point to make notes – that too handwritten notes
And one concept which will be forever etched in my memory is the concept of Belts – Green Belts, Black Belts, and Master Black Belts
Before we delve into the concept, for the uninitiated, let me explain Six Sigma
What is Six Sigma?
Six Sigma is a method which companies use to improve the way they work—by reducing errors, improving quality, and saving time and money.
It’s about solving problems using data and logic, not guesswork.
Case Study – 1
Imagine you are a brand manager in V&V Pharmaceuticals (fictitious name)
You are launching a new pain relief tablet Painjaa (fictitious name).
You notice that in North Gujarat doctors aren’t prescribing Painjaa as forecasted by you.
Instead of guessing the reason, a Six Sigma approach helps you investigate using data.
- Maybe the retail pharmacy availability is not satisfactory,
- or the District Manager Vidyut Desai has not succeeded in getting the Painjaa strategy implemented well,
- or maybe your strategy itself hasn’t been communicated well in the local language to the medical representatives of North Gujarat.
Once the problem is clear, you fix the process, so the launch of Painjaa becomes more successful across all the headquarters of North Gujarat.
This structured method was made famous by Jack Welch at GE and is used in industries around the world, including healthcare and pharmaceuticals.
(In the manufacturing sector, the most basic definition, Six Sigma is a statistical representation for what many experts call a “perfect” process. Technically, in a Six Sigma process, there are only 3.4 defects per million opportunities.)
The concepts of Green Belts, Black Belts, and Master Black Belts come from the Six Sigma quality improvement methodology, which was popularized by Jack Welch during his leadership at General Electric (GE) in the 1990s.
So, what is this concept?
Says Jack Welch:
Green Belts:
- Who they are: Employees trained in basic Six Sigma tools and methodologies.
- Role: They work on improvement projects part-time, often under the guidance of Black Belts.
- Skills: Proficient in tools like DMAIC (Define, Measure, Analyze, Improve, Control), process mapping, and data analysis.
- Focus: Improve processes within their own functional areas (e.g., marketing, operations, finance).
DMAIC and Six Sigma Relations
Six Sigma DMAIC uses the same concepts and applies them to create and solve Six Sigma projects. Six Sigma is oriented towards making a process or function more effective, and what better way to achieve it than by using DMAIC?
Although Six Sigma uses much more than just DMAIC and uses a lot of tools, data, and statistics, often covered in Six Sigma certification & training program, Six Sigma projects and its applications form their core around DMAIC. Read to learn more about DMAIC Six Sigma and DMAIC’s meaning.
The Phases of DMAIC
Let’s identify the five stages of the DMAIC methodology and understand each one’s role in improving business functions. Before we go further, you should know that this model is applicable across many domains and fields with successful implementations.
Define
The Define Phase is one of the crucial steps in the DMAIC approach, as it deals with defining the problem. The issue, or “Y,” must be well-defined and should be in tune with the organization’s goal. Then, after having a quantifiable and understandable problem definition, work towards factors that affect the process. This leads you to create an effective problem statement and define the variables that directly affect your goal.
Measure
The Measure Phase deals with breaking down our issue “Y” into a concise and easily identifiable output. Also, the key inputs or variables are further filtered to segregate in terms of their influence on “Y”. With this phase, we leave with a measurable “Y” and key inputs that directly affect the issue. This is achieved via creating an operational definition, and measurement plan, along with data collection and analyzing it. This phase involves using the Cause and Effect Matrix, FMEA, etc.
Analyze
In the Analyze Phase, we work towards streamlining the process, and isolating the Errors that need to be corrected. The Analyze phase helps us understand the gap between current performance and the expected level of performance. This phase is important as it allows us to drill deep into the core of the issue. This enables us to get insights that are often missed as they are embedded deep into the process. The project is then simplified, and you have a clear picture of the project’s achievable goal(s).
Improve
The Improve Phase focuses on, you guessed it, improvement! But this is one of the most challenging phases of the DMAIC process. From the analyze phase, we receive the root causes of problems. Now we turn towards fixing them. This phase pushes you to think of out-of-the-box solutions that are innovative and consistent. You need to do this because one function or process affects the others with a certain change. It is your job to make sure it runs smoothly, with a laid-out plan and process map.
Control
The Control Phase and its success directly correlate with how successful we are with the previous four phases. This phase is mainly associated with the performance or input changes as derived from the previous phases. Thus, if all things look good, the main task is to make sure that the process or function is always in control. This involves creating a process control plan, educational requirements (if any), etc. Therefore, make sure the key variables are always in the accepted range of variance.
Black Belts:
- Who they are: Full-time Six Sigma professionals.
- Role: Lead complex improvement projects across functions, mentor Green Belts, and drive measurable results.
- Skills: Advanced statistical analysis, project management, leadership.
- Focus: Deliver strategic improvements with high financial impact.
Master Black Belts:
- Who they are: The highest-level Six Sigma experts in the organization.
- Role: Coach Black Belts and Green Belts, oversee project selection, and ensure Six Sigma is aligned with business strategy.
- Skills: Deep expertise in Six Sigma tools, change management, and leadership training.
- Focus: Strategy, training, and governance of the Six Sigma program.
Jack Welch’s Vision at GE:
- Welch embedded Six Sigma as a core part of GE’s culture in the 1990s.
- He required all managers to be Six Sigma certified and drove accountability at every level.
- It led to significant cost savings, quality improvements, and became a model for other corporations.
These learnings from the book are immensely important to me.
Another key learning from the book is the Principle of the 4 E’s of leadership.
The 4 E’s – as per my understanding are a fundamental leadership framework from Jack Welch’s philosophy. Here are the 4 E’s from “The Jack Welch Lexicon of Leadership”:
- Energy: Leaders must demonstrate high personal energy and create an atmosphere that energizes others. This includes physical stamina, mental vigor, and emotional enthusiasm that inspires their teams.
- Energize: Effective leaders don’t just possess energy themselves; they spark excitement and motivation in others. They communicate a compelling vision that gets people engaged and passionate about their work.
- Edge: Leaders need the courage to make tough decisions, including those about people, strategy, and competition. This means having the confidence to take calculated risks and make difficult calls, even when unpopular.
- Execute: The ability to consistently deliver results. This involves translating ideas into action, following through on commitments, and holding oneself and others accountable for performance.
Case Study of V &V Pharmaceuticals – 2
To build a high-performing sales force, V & V Pharmaceuticals can integrate Jack Welch’s 4 Es viz Energy, Energize, Edge, and Execution, with the Six Sigma Belt concept to guide development and promotion decisions.
The 4 Es can be used to assess potential:
Energy reflects personal drive
Energize measures the ability to inspire others
Edge evaluates decision-making courage
Execution ensures follow-through.
Simultaneously, a belt-based training model can structure growth:
Green Belts for frontline medical representatives focused on mastering core skills.
Black Belts for the first-line field sales managers with proven ability to lead and solve complex challenges.
Master Black Belts for Regional or Zonal leaders who mentor others and drive transformation.
Promotions should be earned by demonstrating both the 4 Es and belt-level competencies, not tenure alone.
This dual framework ensures that only capable, impact-driven individuals in V & V Pharmaceuticals rise, fostering a culture of merit, continuous learning, and leadership excellence in the field force.
To conclude: “If you want a company to change, empower the people who can change it — and make them Black Belts.”