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We are each set a myriad of targets throughout our lives, by ourselves and by others. How can a leader ensure that the right targets are set to achieve the best from their workers? Learn how to motivate your team and strengthen your techniques but joining one of our Leadership courses.
Leadership by Pedro Ribeiro Simões
I was waiting for the Number 7 bus that would transport me in comfort to the delights of Brighton Marina when I noticed the sign on the side that proudly boasted, “Up to every 7 minutes” and this puzzled me. A quick check on the timetable confirmed my suspicion that, in fact, seven minutes was the shortest time one would have to wait for this hybrid drive, low energy, environmentally friendly behemoth.
Now if someone promised to do a job, say clean your car, you might ask for an estimate of the price.
“Up to seven quid, gov’nor,” he might proclaim so, on that basis, you give him the work.
How would you feel if, job done, he now held out his mitt for a tenner?
“If I want the job done properly then I have to do it myself.”
How often have you heard that one … probably said by a manager, frustrated by the lack of expertise of some staff member?
Image courtesey of Wikimedia Commons
Why, you may wonder, has the worker not got the expertise? Why must the harassed manager carry so much of the burden?
Several years ago I was working for a major international financial organisation when they offered a Time Management course for senior executives. All agreed the course would probably be useful. But attendance was optional and when the day arrived only four, of over forty, of these senior people turned up. The reason? Go on, you know already, don’t you? Yes, they couldn’t spare the time to attend!
Why are staff at all levels – from the most junior to the most senior – so ‘time poor’ in today’s business environment?
Where, it appears, too many people seem to be taking on an inordinate workload … and not handling it well. Could it be that, to use a common modern phrase, rather than working harder they need to work smarter?
Green Belts and Black Belts? Similar to martial arts, Lean Six Sigma uses a coloured belt ranking terminology to define the level and function of Six Sigma practitioners.
But what do the levels mean?
In this guide I'm going to run through the Six Sigma belt levels to explain their role and function and how you can achieve each level.
This should help you when deciding what level of Lean Six Sigma Training different team members require to successfully run Lean Six Sigma projects.
To learn more about Six Sigma including the Belt levels, download our free eBook 'What is Six Sigma?'
Lean Six Sigma Yellow Belt
Yellow Belts are team members on Six Sigma projects. They need to understand the key processes and some of the basic Lean Six Sigma tools to work on a project but not to the level of Green Belt.
We run a 2-day Lean Six Sigma Yellow Belt course to enable Six Sigma team members to improve their understanding and awareness of Lean Six Sigma tools and processes.
Training team members to Yellow Belt level improves performance and reduces timescales on Six Sigma projects.
Six Sigma was initially developed within the manufacturing industry as a means minimise deficits. Today it is used in all sorts of industries (and there's a high demand for it as a qualification), from healthcare to sales. Our various Six Sigma Courses have been attended by firefighters, insurers and civil servants, just to name a few!
One particular tenet though, 5S, seems rooted in Six Sigma's manufacturing history. How can 5S, an idea coined orginally coined to improve the factory floor, be applied outside of manufacturing?
We asked some experts for their views and received some fantastic feedback. Thanks to all who responded and here's what they had to say.
Lean Six Sigma for knowledge workers and service processes
Do you work in a non-manufacturing group? If you are applying lean improvement methods but you don’t make goods then you probably supply a service or do “knowledge processing”. Lean thinking in these areas is often called “transactional lean”, “administrative lean”, and “lean for service”.
Non-manufacturing activities where lean methods have been used successfully include the following. You may well work in one of these areas:
- financial services
- healthcare and hospitals
- hospitality and hotels
- logistics and distribution
- online services
- product design
- project management
- property sales
- travel and tourism
- public sector**
**the public sector (“state sector”) is 40% of the USA economy and about 50% of the UK and the EU economy.
Service industries are the largest part of Western economies
This is a table of percent of gross domestic product (GDP)