Training
Programs
Projects
Champions
Master Black Belt
Black Belt
Green Belt
Yellow Belt
White Belt
Training
Introduction to Lean Six Sigma 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.
Onsite Training
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.
Programs
Design of a lean six sigma program can be 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 delviery of Lean Six Sigma Programs
Projects
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:
- 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
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
- Directly aligned with the Enterprise’s Strategy
- Clear “Line of Sight” to customer and stakeholder perceived value
- Significant contribution to the “Bottom Line”
Can the Project Address Just One Factor?
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
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.
- Projects
- What makes a good lean six sigma project and how to view and create effective project charters.
- Teams
- Who forms the team and what the roles and definitions in the team are.
- Implementation
- 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.
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 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.
Yellow 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
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, Analyze, Improve and Control (DMAIC) processes
Please visit Lean Six Sigma White Belt Training for further
information on Lean Six Sigma White Belt.