Lean Six Sigma Black Belt Performance

What metrics are the most appropriate way to show that a Lean Six Sigma Black Belt is reaching his/her objectives in the company. Is it best to have Lean Six Sigma deployments measure a Lean Six Sigma Black Belt’s performance by the number of projects completed, project savings, etc.? Black Belts work need to impact the whole enterprise. Black Belt performance metrics need to be assessed against how well they truly help the business as a whole, which is more than just “doing projects.” If this is not done, the work that Lean Six Sigma Black Belts did might initially seem beneficial but did not have long-lasting benefit to the enterprise as a whole. Black Belts’ work could be (often are?) answering the wrong question; e.g., suboptimizes a process that could be detrimental to enterprise as a whole.
I believe that for an enterprise to have long-lasting success, organizations and people need to be measured so that metrics lead to the right activities and there is little, if any, opportunities to game the numbers. Even thought this is often not easy to do it still is important for organizational long-lasting success.
A fundamental problem with measuring Lean Six Sigma Black Belts on the number of projects, savings, etc. is that these metrics can be gamed. Traditional Lean Six Sigma deployment culture can also lead to a push or hunt for project creation, where the project might sound okay; however, the project does not benefit the business as a whole.
Lean Six Sigma and Six Sigma deployments are a problem solving methodology; i.e., these deployments are not a business system. It is suggested that the Lean Six Sigma deployment create a steering committee where the primary purpose of the function is to identify projects where is to identify and execute projects; i.e., a push for project creation. If this is not done, the Lean Six Sigma function tends to strive to complete as many projects as they can so that they can pound their chest in Tarzan like fashion claiming how much money they have saved. However, what often occurs is that a large amount of money was claimed to be saved but nobody can find the money; e.g., we saved 150 million dollars but nobody can find the money.
An Integrated Enterprise Excellence (IEE) system as described in “Corporate Performance Management: The Integrated Enterprise Excellence System”