One of the strengths of Six Sigma is the structure of belts to show level of achievement and capability. In all cases the training should be backed up by real experience on projects and at Six Sigma Black Belt level this is mandatory.
White Belt Training
This is the most basic level and many people don’t recognise it. We would recommend a two day Introduction to Six Sigma Concepts and Processes. No prerequisites.
Yellow Belt Training
Six Sigma Yellow Belt Training is for somebody who is or going to be a Team Member so they need to understand the key processes and some of the basic tools. No prerequisites.
Green Belt Training
Six Sigma Green Belt training is for somebody who will be a Team Leader. They need to have a good understanding of the processes and many of the tools. They will understand a number of key statistical techniques but not be an expert in their application. This 5 day course is very intensive.
Black Belt Training
Six Sigma Black Belt training is for delegates who are leading or supporting Six Sigma projects on a continuous basis – it is their full time job. They may also be providing internal training programmes for Green Belts. They need to thoroughly understand Six Sigma processes and a wide range of statistical and process improvement tools.
Master Black
This is an executive level position that is advising the board on the development and implementation of Six Sigma across the organisation. Master Black Belts will also be managing the Black Belts, in some cases they will also train the Black Belts, they will have a lot of management expertise in addition to their expertise in all aspects of Lean Six Sigma.
In addition to the above Six Sigma training courses Silicon Beach Training can provide:
- Introduction to Lean Six Sigma Training (1 day) for delegates who require more information regarding what Lean Six Sigma is all about.
- Six Sigma for Champions and Executives Training (2 days). This covers the role of management in selecting, supporting and reviewing Lean Six Sigma projects.
- Bespoke training courses to address specific in-company requirements.
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | No Comments »
The DMAIC model is the foundation of all Six Sigma projects.
DMAIC is an acronym for:
View our full range of Six Sigma Courses in Brighton, Sussex.
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Posted by Aaron Charlie in Six Sigma Training on June 26th, 2008 | No Comments »
In order to apply the Six Sigma Methodology and Management System it is crucial to define:
- The Customer – who is the customer, what do they need and what are their expectations? This will involve looking at quality control issues and core business processes
- The project boundaries – Where does the process begin and end?
- The process to be improved
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Posted by Aaron Charlie in Six Sigma Training on June 26th, 2008 | 1 Comment »
In order to apply the Six Sigma Methodology and Management System it is necessary to measure the performance of Core Business Processes.
- Develop a plan for the collection of data for the process
- Collect data to identify types of defects and metrics
- Compare evidence to customer survey results
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | 1 Comment »
The next step in the DMAIC model is to analyse the data and process map to determine causes of defects and opportunities for improvement.
- Current performance and goal performance are compared to identify gaps
- Opportunities for improvement are prioritised
- Sources of variation are identified
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | 1 Comment »
Using the data and information from the implementation of the above it is now possible to improve the process by designing creative solutions to fix and prevent problems. This is achieved by:
- Using discipline and technology to develop innovative solutions
- Develop and implement plan
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | 1 Comment »
Control and sustain improvements over time
- Prevent the instinct to return to the old ways of doing things
- Develop, document and implement an ongoing monitoring plan
- Integrate the improvements throughout the organisations through the use of training, staffing and incentives
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | 1 Comment »
Overcoming problems is one aspect of our comprehensive Six Sigma Black Belt Training Course.
In theory with training and planning Six Sigma should be easy to implement in an organisation realising huge financial benefits. In practise, however, it is a human process and there may be obstacles to overcome by the Six Sigma Black Belt. Even when the process has been smooth, the realisation can be another story, as can sustainability.
Some of the problems a Black Belt may face:
- The wrong process owners. – Choosing the right process owners is crucial. Once identified communication with the process owners must be maintained
- Champion resistance – When the recommendations of the team require significant change, this can cause resistance from many company executives. It is imperative to get full support from the Champion; it is his role to get the whole company on board. Resistance form your champion can severely effect the process.
- Resistance form areas and departments – Be alert to changes of workload. Some departments may be under great stress when the six sigma process demands more work than before. It may be necessary to look at resources.
- Confusion as to who the process owner is – As the process crosses departments there should be clear communication between the process owners of each stage. Make sure each process owner is entirely clear as to when and to whom the process should be handed over to.
- Lack of focus – Make sure the department is fully engaged in the project. If they do not feel that they are accountable for the success of the project, they may not consider it a priority.
- Resistance to change – This is a human characteristic, many people will naturally resist change, it is uncomfortable and requires considerable effort.
- Wrong use of Languge – Black Belts should be sure they can communicate accoss the board. Avoid too much jargon if it may confuse the message. Use language appropriate at each level.
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Posted by Aaron Charlie in Six Sigma Training on October 12th, 2007 | No Comments »
