Master Black Belt
Introduction to Lean Six Sigma Training Onsite Training
When you bring on new associates they are provided training and guidance to assure their success. Recruiting and hiring qualified personnel requires a sizable investment of time and resources. It is very much the same when implementing a new methodology or system into the organization, such as Lean Six Sigma. Success is imperative and proper training is a vital part of achieving that success. Then why would you not provide training for your most important investment, your people? Quality-One can help with the development and implementation of Lean Six Sigma methods and tools by providing Lean Six Sigma Training. Please visit Lean Six Sigma Training and each training level for further detail.
During an onsite Lean Six Sigma Training event, one of our Subject Matter Experts (SME) will come to your facility to provide the training. This type of Lean Six Sigma Training enables the teams to participate as a group. Onsite training is often more convenient for scheduling personnel and has proven to be a popular option for organizations that have multiple team members that require Lean Six Sigma Training. The expenses are generally less and benefits greater compared to having the whole team travel to public courses. Offsite Training
The offsite training option is beneficial to companies with less than four associates that require a working knowledge of Lean Six Sigma. Our training facilities provide participants an environment free from the distractions and interruptions of daily work activities, which increases knowledge transfer and encourages participation. During the discussion participants often share the unique challenges from their various industries. This interaction tends to keep interest and participation high.
Design of a lean six sigma program can begin the moment data from the organisation, its stakeholders and inputs becomes available to the program management team. The size of the team is directly dependent on the resources allocated to it by the organisation comprising of either or both internal resource and external consultancy. The SIPOC will reveal the areas of supply and inputs into the Define and Design phases of the 7D model however further data will be required around organisational structures (in a multidimensional organisation by definition it is more likely this data will be easier to find, articulate and deliver into the program), organisational size, organisational maturity, process and people maturity, potential problem areas for projects both perceived and real, educational alignments, business strategies, project methodologies and so on. This will not only give a view of how easy the program transition will progress but will also allow planning around potential training gaps, numbers of participants, filtering participant and project processes and outline outcomes for all stakeholders from participants to senior management to potentially shareholders if appropriate. Moreover it will give the program a view into the success factors it will be measured by and allow planning for reporting, data collection for the program and alignment to business reporting to be set up and threaded through program tools such as participants diaries, project pulse checks, tollgates and decision criteria. The reporting of the lean six sigma program should not be limited to tollgates. Participants are in a program process and need to report on their progress which escalates into higher level reports for the program – remember Hoshin reporting here.7D Implementation Model Success Factors
Every business will have a slightly different view of what success is dependent on its core principles, strategies and objectives. It is imperative here for the program to view the KPI’s of the organisation and ensure any current measures deliver to them. It is also worth checking KPI alignment to business strategy and requirements. If no current alignment is evident the success of the program can be affected. Alignment here is considered crucial – a lean six sigma program must be questioned or must question the business if no direct alignment can be set up. Without it there is no organisational responsibility for the program and with no responsibility the buy in from champions and sponsors diminishes.
There will be obvious success factors to cover - problems solved, costs saved, profits increased, participants certified, projects completed, waste reduced but each of these needs to be linked to an organisational KPI and linked to business requirements for continued buy in and examples of success for the program. Reporting should be structured progressively as the program grows ensuring direct success factors can be adhered to. Success or even failure should not be a surprise, it be should known and transparent through the reporting lines of the organisation.
Please visit Lean Six Sigma Programs
for further detail on Lean Six Sigma Programs.
For assistance from Quality One setting up a Lean Six Sigma Program please visit Quality One delivery of Lean Six Sigma Programs
A continuous flow of good Projects is the lifeblood of a Lean Six Sigma Program. Without this flow, a Lean Six Sigma Program will soon fail, slow or halt.
What is a Project?
A lean six sigma project should have these components:
Please view an example template of a project charter that can be developed for your organisation.Please view a project example of an initial charter.A good Lean Six Sigma project has these Three Critical Factors
- A defined, quantified objective that is to be achieved using the Lean Six Sigma Structure / Processes
- A sponsor
- A champion
- A project must be assigned to a responsible person
- Dependant on the risk, requirement and capability the experience level of the project lead will change
- A project must be bounded, it has a limited amount of time to develop a solution
- A project MUST have measures or metrics
- Details of a project are documented in the project charter
Can the Project Address Just One Factor?
- Directly aligned with the Enterprise’s Strategy
- Clear “Line of Sight” to customer and stakeholder perceived value
- Significant contribution to the “Bottom Line”
No! Not if the organisations requires all the benefits of a Lean Six Sigma Program
- You can improve customer satisfaction, but not make a profit
- You can improve the bottom line, but kill any future business
- All three factors must be addressed for a Lean Six Sigma project to be acceptable
Champions Training is designed to allow senior management who sponsor the lean six sigma program to be able to follow, influence and understand the program as it unfolds. The champions training can be obtained online, through computer based training and as a formal face to face training session or sessions. The Champions course will cover many areas of Lean Six Sigma directly related to senior management.
- Lean Six Sigma Strategy
- A strategy overview of lean six sigma and its requirements including an overview of the tools used.
- What makes a good lean six sigma project and how to view and create effective project charters.
- Who forms the team and what the roles and definitions in the team are.
- The implementation and deployment of the lean six sigma program and what team support is required.
Over the years, the term 'Six Sigma' and 'Lean Six Sigma' has been used to describe a wide variety of programs and initiatives as companies adapted it to their needs. The Lean Six Sigma process starts with strategic and annual business goals and targets. To accomplish those goals, the right projects must be selected. Then the correct people must be trained to work on those projects. Improvement plans must be developed and implemented by the teams. Operations must be managed to achieve excellence. Finally, the gains must be sustained. If all of this can be accomplished then the output of the process will be achieving the set goals and targets.
Please visit Lean Six Sigma Champions Training
for further information on Lean Six Sigma Champions.
Master Black Belt
A Master Black Belt is classically trained in statistical tools, Lean Six Sigma methodology and management processes. Master Black Belts mentor and direct groups of Black Belts and Lean Six Sigma teams through various problems that need to be reviewed. Additionally, Master Black Belts are responsible for the strategy and training of Black Belt level practitioners and below.
Please visit Lean Six Sigma Master Black Belt Training for further information on Lean Six Sigma Master Black Belt.
A Black Belt receives the highest level of training in the statistical tools of Lean Six Sigma. Black Belts, as a rule, develop the plans for Lean Six Sigma project implementation. Their responsibilities include creating project plans, leading cross-functional projects and directing team members, including Green and Yellow Belts. Black Belts usually train other team members on the proper use of Lean Six Sigma tools and techniques, such as control charts, histograms and Root Cause Analysis (RCA).
Please visit Lean Six Sigma Black Belt Training for further information on Lean Six Sigma Black Belt.
Green Belts report to a Black Belt and lead process improvement teams part time. Approximately 25- 50% of their time should be devoted to working on Lean Six Sigma projects, usually within their own functional areas. Green Belts receive training on DMAIC methodology, statistical tools, proper data collection and analysis of the data collected.
Please visit Lean Six Sigma Green Belt Training for further information on Lean Six Sigma Green Belt.
A Yellow Belt should have a basic understanding of Lean Six Sigma, statistical tools and DMAIC methodology. Yellow Belts are often members of the workforce recognized for their skill, knowledge and experience with the process in question. They often fulfill the role of Subject Matter Expert (SME) for the process. They are valuable during the measure phase of a project, gathering data, measurements and metrics. However, Yellow Belts are not typically involved in the data analysis process.
Lean Six Sigma is more than a quality system, a set of statistical tools, a certification system or a method for process improvement. Some perceive it as a philosophy that embraces the belief that all business processes are measurable and can be improved.
Please visit Lean Six Sigma Yellow Belt Training for further information on Lean Six Sigma Yellow Belt.
White Belt is an awareness program for Lean Six Sigma that will introduce you to the basics.
White Belt participants will be introduced to the tools and techniques used to:
- Minimize waste and resources while increasing customer satisfaction
- Design, deploy & project manage an enterprise-wide Lean Six Sigma process
- Define, Measure, Analyse, Improve and Control (DMAIC) processes
Please visit Lean Six Sigma White Belt Training
for further information on Lean Six Sigma White Belt.