Do you ever feel like you are missing something?

This might be the Lean Six Sigma Black Belt. But how can you be sure? 

You are interested in the way business is handled. Often, you find yourself thinking processes can be improved. You prefer to instantly act instead of ‘adding it to your to-do list’. Do you recognize yourself in this description? Then Lean Six Sigma Black Belt is definitely meant for you! 

The Lean Six Sigma Black Belt can be followed when you are already a Yellow-, Orange or Green-Belter. This Black Belt is just a next step in your Lean Six Sigma career, which will provide you with a deeper process level and opportunities of improvement. This will lead to an impact on the entire organisation. 

How to start?

Processes can be found everywhere people work. Through a goal and some input, an output is achieved. Here is an example:

Imagine working at a bank. Think about incoming mortgage requests. As an employee of the bank, you would like to know if you should accept these requests or not. In order to do so, you should set up an inquiry. After analysing the measurements, you can choose whether the requests should be accepted or denied. Pay attention to qualitative and quantitative commitment, because this will lead to lower costs for the customer.  

After these analyses, think of possible solutions. When it has been mapped out which steps should be taken, the implementation of the solution is next. Make sure to involve your employees, therefore you know change will lead to the result you want to get. Finally, it is not only important to make changes, but to keep it that way as well. Sustainability first! 

The Lean Six Sigma Black Belt Training

The training that continues where the Green Belt stops, is the Black Belt Training. The main concern of this training is working on improvement full time. Keep in mind this is not always possible, especially with smaller companies. Black Belt also enables talking about improvement, structures, methods and teams with middle management. This Belt also learns you to take the leading role in improvement projects that do not take place within your own department. In conclusion, Black Belt can be seen as unmissable during realisation and conservation of the Lean culture: continuous improvement.

Het bericht Does the Lean Six Sigma Black Belt Training suit me? verscheen eerst op Lean Six Sigma Group.

The different Belts of Lean Six Sigma

Here at Lean Six Sigma Group, we measure different levels of certification, which is done by a so-called belt-structure. Each Belt is represented by a certain type of training. There are six different levels: 

• Lean Six Sigma Yellow Belt
• Lean Six Sigma Orange Belt
• Lean Six Sigma Green Belt
• Lean Six Sigma Black Belt
• Lean Six Sigma Master Black Belt
• Lean Six SIgma Champion Belt

Whichever Belt suits you the most, depends on the role you take on within your organisation. And do not forget your ambitions! What do you want to achieve? 

Lean Six Sigma Training - Yellow Belt

This is the first and therefore briefest training we offer. Here, you get acquainted with Lean and Six Sigma. If you feel as if you do not have enough knowledge about Lean and Six Sigma’s intentions and are intrigued, this is the perfect training for you! The duration is one day, which is the perfect amount of time to introduce Lean, Six Sigma and the connection between both of these philosophies. At the end of the day, you will experience how to actually improve internal processes through a simulation, which turns theory into practice.

Lean Six Sigma Training - Orange Belt

Do you want to be part of the bigger Lean picture? The Orange Belt might be something for you! After two days, you will learn all about the principles of Lean Six Sigma and the structure of an actual Six Sigma-project. A few instantly deployable and helpful tools will help you to improve your business processes during a simulation. 

Lean Six Sigma Training - Green Belt

The Lean Six Sigma Green Belt training prepares you in six days for a role as a leader of projects in Lean Six Sigma courses. The Orange Belt stays rather on the surface, but when joining the Green Belt training, you will actually dive into the deep by applying the DMAIC-structure. Practicing with tools and knowing when and how to apply them is a core value of this training. But aside from practice, theory is important too. You will learn how to enthuse your colleagues into a more sustainable working environment, for example.

Lean Six Sigma Training - Black Belt

Even deeper than the Green Belt, is the Black Belt. This training is meant for those who want to fulfill the central role in an organisation. A Black Belter coaches Green Belts and is the sparring partner of the managing board, from strategy to implementation. Just like other multi-day trainings, the Black Belt training is split up in a practice and theoretic part. Attention is paid to stakeholder management, coaching skills, data-analysis, programme management and change management.

Lean Six Sigma Training - Champion Belt

Last, but certainly not least, is the Champion Belt. This is a two-day training meant for managers, who want to share their knowledge and implement the Lean philosophy in their organisation. Champions should support Green- and Black Belters and facilitate the execution of certain projects. It is important they contribute to a project’s flow and estimate which aspects of a project are priorities and which are not. The shared vision of Lean and Six Sigma leads to the realization of changes.

Which Lean Six Sigma Belt suits me?

Are you still unsure about which training is the most suited for you? Do not hesitate to contact us! We would love to help you make the right decision.

Het bericht 6 Types of Six Sigma training? Help! verscheen eerst op Lean Six Sigma Group.

The value stream is a collection of activities that is required to produce a product or service and eventually deliver it to the customer. During the value stream analysis, activities that add value to processes are separated from activities that cause wastes. This provides a clear overview of the entire process and indicates where improvements can be made to encourage better flow.

Value-Added Flow Chart

The Value-Added Flow Chart is used to improve runtimes and productivity by dividing process activities into ‘value-adding’ and ‘wastes’. It is important for the process to be visually represented in order to create a clear overview. Creating or interpreting a Value-Added Flow Chart is very simple.

1. Place all process steps in order from start to finish.
2. Create a diagram with every step in its own box.
3. Calculate the time necessary for every step and add this to the boxes.
4. Add together the times for every step and you will have calculated the total runtime.
5. Determine which steps do not add any value to the process.
6. Place the steps that do not add any value to the right of the steps that do add value.
7. Analyse both sides and determine which activities can be improved in order to shorten the total process runtime.
8. Visualise the adjusted process and keep improving it.

However, this is just one part of the Value Stream Map. While the Value-Added Flow Chart helps when it comes to identifying improvement opportunities, the Value Stream Map goes one step further.

Value Stream Map

The Value-Added Flow Chart reflects the current state of the process, focusing primarily on a specific level (e.g. a single process). In the Value Stream Mapping process, this would be similar to the ‘Current State’. But because the Value Stream Map reflects the overall process at a general level and therefore contains much more information than a flow diagram (consider stock, staff involved and transport), it is better to view the Current State map as an extended version of a Value-Added Flow Chart. In addition to this, multiple processes are often necessary to develop the end product reflected in the Value Stream Map.

Once the current state has been put into perspective, a ‘Future-State Map’ is created. The name says it all. This is a future representation of the process – or – of the desired state. By comparing this to the Current State map, suggestions for improvement can be devised in order to achieve the desired state. These results eventually form part of an improvement schedule with a timeframe. Please note: the desired state will not be achieved overnight. This too is a process of constant adjustment and improvement.

The below images demonstrate what a Value Stream Map may look like.

Het bericht Value Stream Map (Value Stream Analysis) verscheen eerst op Lean Six Sigma Group.

5S has developed as a part of the Lean concept and represents 5 steps that assist in organising the workplace. Just like Lean, this method originated in Japan. Roughly translated, the 5 steps are:

• Sort
• Set in Order
• Shine
• Standardize
• Sustain

Immersing yourself in 5S is fun, but it will yield nothing if you don’t know how to keep your workplace clean and organised. So here are 10 simple tips for achieving this.

1. Put an inbox on your desk
We all have many email inboxes, but barely anyone has a physical inbox. You do, after all, need a place to put all those (often important) papers that are scattered around. It would be useful to get yourself a structure with multiple compartments or trays. This will keep different types of documents separate.

2. Have a bin within easy reach
If you have to get up from your desk to put something in the bin, it is too far away. Make sure that you can quickly and easily reach the bin from your chair. In this way, you can avoid having to play “paper toss”. We realise that you possibly have a good throwing arm, but this tip will eliminate rubbish around the bin which nobody has time to clean up.

3. Use less paper
Stop the flood of paper! Or at least try to minimise it. Cancel unnecessary subscriptions and reduce the number of paper reports and memos. If you don’t need something on paper, prevent it from ending up on your desk. As an added benefit, this approach is more environmentally friendly.

4. Get rid of unnecessary clutter
If you don’t actually need all the paraphernalia and accessories on your desk, get rid of them unless they have a purpose. You do not have to go overboard and create a completely sterile working environment, but get rid of it if you don’t use it and it gets in your way!

5. Plan regular cleaning intervals
It might not sound like fun, but if you don’t clean your workplace regularly, you can end up spending hours doing it all at once. What a waste of time! If you do just a little every day, you’ll need a few minutes at most.

6. Keep the cap on the bottle
Fate dictates that you would knock over your half-full soft drink onto your laptop… You just left it open because you were planning to have another sip. Whatever the case may be, keep the cap on the bottle and keep your cup of coffee away from electronic devices.

7. Take ‘before’ and ‘after’ pictures
When cleaning for the first time, take a picture of your workplace in its current state. Clean it and take another picture. You’ll see a clear difference and realise that you’ve done it for good reason. If you take the picture with your smartphone, you are bound to encounter it often and it can act as an effective trigger to encourage you to keep your workplace clean!

8. When in doubt, throw it out
You probably don’t need 99% of the papers littering your desk. If you truly need a certain hardcopy, put it in your recently-acquired physical inbox. Then, it will only be home to important documents.

9. Scanning
Scan instead of copying. Scan important forms and send them by email instead of handing them out in paper form. Banish all that paper rubbish!

10. Clear before you leave
If your boss were to pass your workplace while you’re away, would you be proud of what he or she sees? The end of the working day is an ideal time for clearing your workplace. By doing so, you conclude your day on a positive note and make a clean start to the following day.

If you’d like a more detailed approach to 5S in combination with Lean, the method is examined more closely as part of the Green Belt training and Black Belt training.

Het bericht 10 tips clean desk policy verscheen eerst op Lean Six Sigma Group.

The improvement board

A step that makes the implementation of Lean easy is the use of an improvement board during daily or weekly stand-up meetings. On an alternating basis, employees (not necessarily from management) are responsible for this board and the presentation of meetings for certain periods of time. Input for the improvement board is generated by e.g. 5S sessions or Value Stream Map sessions. Of course, input can also simply be obtained by gathering improvement ideas throughout the prior month. During stand-up meetings, new improvement suggestions are gathered and are linked to operations and responsibilities. Updates on ongoing operations are also provided.

3 pitfalls surrounding the introduction of improvement boards

1. Many organisations want to do too much too quickly. Beware of too many meetings. If the start is too intense, there is a good chance that everyone will be tired of improvement within a few weeks or months.

2. Keep improvement board sessions short and conduct them while standing. This may sound silly, but such sessions turn into regular meetings as soon as people sit down, and an hour will go by in no time. So, it is best for attendees to stand and for meetings to last no longer than 20 minutes.

3. Improvement is fun – what a terrible cliché. But there is a grain of truth in this. One of the organisations supported by us filmed the improvements that had successfully been implemented and briefly presented these on their digital improvement board (= flat screen TV). Another organisation handed out small prizes for the best improvement suggestions of the month. Keep meetings fun and light-hearted!

An improvement board is a smart and accessible resource for introducing Lean into an organisation.

Need some inspiration? Have a look at the below improvement boards.

Het bericht Introducing Lean? Start with an improvement board! verscheen eerst op Lean Six Sigma Group.

Why DMAIC?

The Lean Six Sigma toolbox contains a selection of tried-and-tested instruments and methods that – if correctly applied – will assist in identifying, investigating and improving process problems. It is important to use the right combination of tools from the Six Sigma toolbox, instead of simply applying all the tools one after the other. Every phase of the DMAIC cycle has associated tools and every phase makes its own contribution to the final result.

Y = f (X)

During Lean Six Sigma projects, it is important to always keep the Y = f (X) concept in mind. This will ensure that you always know what the result of a particular phase should be. Then, it becomes easy to determine what tools from the toolbox are most suitable at that moment in time.

The mathematical formula Y = f (X), interpreted as “Y as a function of x”, illustrates the concept that process results (Y’s) are the result of variables (x’s) within activities. There are numerous examples of x’s: order size, order complexity or the month of the year can all influence Y (on-time delivery in this example). The goal of DMAIC is to determine which set of process variables has the greatest effect on these process outcomes and should therefore be improved. Every DMAIC phase can also be described on the basis of how it contributes to this goal:

• Define: Describe the Y (goal) and the problem experienced.
• Measure: Determine the potential x’s and measure the process performance (x’s and Y).
• Analysis: Test x to Y ratios and determine the most influential x’s.
• Improve: Implement solutions in order to improve the Y. Here, you should focus on the most influential x’s.
• Control: Monitor the most significant x’s and the Y. Determine whether performance has improved and the problem has been solved.

Tollgate review

The DMAIC structure ensures that every phase is carefully completed and that the right tools are applied to the right phase. A tollgate review takes place after every phase, during which the project manager (Black Belt or Green Belt) and the authority (Champion) discuss the results yielded by the phase. What tools were used? Why were these tools chosen? And what contribution has the phase made towards achieving the project objectives? If the result is adequate, the authority gives the project group permission to proceed to the next phase at the end of the tollgate. He can also decide to terminate the project prematurely if the application of Lean Six Sigma tools demonstrates that there is insufficient potential for improvement in the process. The role of the authority is very important here. He must have enough knowledge about Lean Six Sigma and its most important tools to be able to ask the project manager the right critical questions. For this purpose, the authority can participate in so-called champion training.

Conclusion

The DMAIC cycle is an important resource that encourages the structured progress of Lean Six Sigma projects. It ensures focus by forcing one to only consider the x’s that have a major effect on the Y. It is also an important driving factor for the authority, who gets a better grip on the improvement process by means of tollgates.

Het bericht DMAIC: the effective Lean Six Sigma project approach verscheen eerst op Lean Six Sigma Group.

Effective Six Sigma implementation leads to positive results for an organisation and good experiences enjoyed by its employees. However, incorrect implementation of Six Sigma can yield disappointing results and cause wastes. When applying Six Sigma to an organisation, five problems can occur and can discourage employees if they are not solved. By learning how to recognise and prevent these problems, a Six Sigma team can perform well.

Problem 1: The wrong leadership

Support and dedication from management are essential for success. Managers must demonstrate how Six Sigma works and must constantly emphasise its importance at all levels. Support should not only come from the managers of the Six Sigma team. Instead, the managers of other organisation departments must also emphasise this importance to the rest of the employees.

Solution

Because supporting Six Sigma is so important, extra attention will have to be paid to all members of management in the organisation. Higher management will therefore have to communicate with the entire organisation in order to emphasise the importance of Six Sigma and how it matches the objectives of the organisation. Besides this, management will have to take time to provide all involved employees with feedback on their progress, and will have to use this to potentially adjust the objectives.

Problem 2: Wrong strategy

The deployment of an implementation strategy is helpful when it comes to directing the objectives of the organisation, achieving results and preserving Six Sigma within the organisation. A lack of direction can cause confusion among the employees involved, something that delays implementation among many organisations.

Solution

To avoid this, the implementation of a Six Sigma strategy must be in line with the goals of the organisation in order to achieve the right results. This strategy must fully involve the organisation’s schedule, its Six Sigma tools and its plotted course. Teams must frequently evaluate their progress and link this to changes in the results of the organisation. Once this has been done, they can simply monitor the progress and make adjustments when necessary. Visible changes in the results of the organisation will give employees more confidence in Six Sigma and will encourage more effort.

Problem 3: Focus on training and certification

Training and earning certificates are important to employees within a Six Sigma team, since this aspect creates a certain amount of competition in the organisation. However, teams are sometimes too focused on training and certification, so the execution of projects subsequently fails. Without the right support and coaching, the Belts might only select and carry out projects for the sake of certification. And that is absolutely not the intention.

Solution

Teams should always aim to achieve the goals of the organisation and should focus on selecting the right Six Sigma projects. To make this possible, management must regularly monitor changes in results and make adjustments when a lack of progress is noted.

Problem 4: Wrong project selection

Insufficient focus on the selection of projects and on prioritising can lead to projects that lack data or do not suit the organisation. Focus might also be placed on processes beyond the reach of Green and Black Belts. This can result in delayed or scrapped projects and can cause great confusion among employees.

Solution

Teams must be certain that the chosen Six Sigma improvement projects are based on data, and that focus is placed on the goals of the organisation, on finances, on the process and on the customer. Goals can otherwise not be achieved.

Problem 5: Lack of responsibility

Every employee has an interest in his or her own development and progress within the organisation. Everyone is therefore responsible for successful implementation. However, teams sometimes do not succeed in communicating the benefits of Six Sigma implementation to the most important stakeholders. As a result, they do not get a good impression of the implementation and there is a greater chance of resistance than there would have been, had communication been effective.

Solution

The teams must combine the goals of the organisation with the Six Sigma goals and their own goals to demonstrate the interconnections to the organisation. In this way, they can gain support from all the employees in the organisation – something that is necessary in order to achieve the Six Sigma goals. Management will therefore be required to often emphasise the importance of Six Sigma implementation and how the results can benefit employees’ own careers. Besides this, management and other organisation employees – on whom Six Sigma success depends – should also set implementation goals.

Prevent problems in good time

Successfully preventing these mistakes will be beneficial in the long term and will speed up the improvement process. The key to success is in identifying these challenges in good time and taking the measures necessary in order to avoid problems. What is most important during the implementation of Six Sigma is support from everyone within the organisation to thereby achieve the best results.

Het bericht The 5 Six Sigma implementation mistakes verscheen eerst op Lean Six Sigma Group.

The theory certificate is black-and-white proof that you have mastered the Lean and Six Sigma methods and techniques at World-class Lean Six Sigma Black Belt training level. Our training curriculum conforms to the internationally-recognised ‘Body Of Knowledge’ as used by ASQ and CSSC.

The practical certificate is the real crowning glory of your Lean Six Sigma Black Belt training. It is proof of your expertise, having not only mastered the theory but also knowing how to apply it in practice thanks to the successful completion of two Lean Six Sigma projects using the right DMAIC tools and change management skills.

The following criteria apply in order to be eligible for Lean Six Sigma Group certification:

Theory certificate:

• • An (open-book) theory examination passed, which consists of multiple choice questions.
  • The examination tests your knowledge of the Lean Six Sigma methods & techniques, as well as your understanding of statistical analysis using Minitab.
  • This is an open-book examination
  • 10 tips for a clean desk policy
  • Pareto chart
  • DMAIC: the effective Lean Six Sigma project approach
  • and the use of a laptop with Minitab installed is permitted.

Practical certificate:

• • Theory examination passed.
  • Successful completion of two projects that yield compliance-guaranteed results and improvement to the value of at least £100,000, as verified by an authorised company auditor and endorsed by the project Champion.
  • Project documentation according to the DMAIC storyboard outline, as indicated in the standard Lean Six Sigma Group template.
  • Use of the ‘mandatory tools’ as mentioned in the Lean Six Sigma toolbox.
  • Whether the project has been completed successfully will be determined by Lean Six Sigma Group on the basis of:
• Documentation review (based on storyboard, toolbox and potential substantiating data files).
• Review interview (30-45 min per project).
• Written feedback based on questions / comments.

Once these criteria have been met, the certificate will be sent (quotes for issuing in-person supplied on request).

For whom?

Trained Lean Six Sigma Black Belts who would like official and independent certification.

By whom?

Experienced Lean Six Sigma Group (Master) Black Belts who provide support throughout the Certification Programme of your choice.

Investment

The standard price for Lean Six Sigma Group practical certification is £1500 excl. VAT. For an indication of the investment required for the other certification programmes, please contact us. This investment will depend on the institution chosen by you and on the amount of coaching & support by Lean Six Sigma Group required for success.

Below is an overview of independently-tested Certification Programmes.
Screening for participation in one of these programmes is done by testing the knowledge and skills acquired by means of the abovementioned Lean Six Sigma Group Certification Programme. On the basis of the results of this screening, the course to be followed (including possible extra coaching & training) will be determined through consultation between you and a Master Black Belt from Lean Six Sigma Group.

CSSC Certification

The training courses of the Lean Six Sigma Group are CSSC accredited. The Counsil for Six Sigma Certification (CSSC) is an independent institution that weighs up training programmes – as presented by training organisations – against the Body of Knowledge for Lean Six Sigma training. The knowledge and backgrounds of instructors are also determining factors when it comes to obtaining accreditation.

American Society for Quality (ASQ) Certification Programme

The following is required for ‘ASQ Certified Six Sigma Black Belt’ certification. In addition to passing the ASQ examination (4 hours, 150 multiple choice questions), participants must have completed at least 2 DMAIC projects, or have completed 1 project and possess at least three years of demonstrable Six Sigma working experience. Projects must demonstrate evident and quantified (business) results.

Het bericht Black Belt Certification verscheen eerst op Lean Six Sigma Group.

• Increase in working profit.
• Reduction in costs.
• Shortening of project runtime.

The methodology also teaches you how to improve customer satisfaction and expand the overall quality within your organisation. You will learn how to successfully change complicated processes, with the result being higher profits and reduced process costs. Generally speaking, you will achieve a yield of four times your investment because you will be overseeing a change process that will save at least £100,000.

A future leader of an organisation.

A Six Sigma Black Belt is often considered a future leader of an organisation. Known as a Change Agent to us, you will learn how to successfully implement changes (or manage the implementation of changes) and steer them in the right direction. You will learn how to systematically analyse operational processes and how to put the resulting analysis into practice.

You learn how to ensure proven and lasting optimisation of operational results. Following the training, you will be able to simplify processes, eliminate waste or reduce it to a minimum and shorten process runtimes. Lean Six Sigma change projects are carried out according to the DMAIC method, i.e. Define, Measure, Analyse, Improve and Control. This DMAIC solution approach is ideal for ensuring proven (KPI) improvements and can be applied to any type of process or organisation including government, healthcare & welfare, logistics, telecoms, commercial, non-profit, education, financial or IT service management processes.

In addition, you will be able to:

• Implement proven changes on a project basis according to the DMAIC structure
• Apply ‘Lean’ and ‘Six Sigma’ principles and tools (according to global best practices)
• Analyse problems on a qualitative and quantitative basis
• Initiate and actually implement improvements
• Guarantee results within the organisation
• Apply a customer-oriented & outside-in process train of thought
• Use Minitab for statistical analysis
• Put together and manage project teams
• Effectively facilitate workshops
• Apply change management skills
• Be aware of what effective management involves and how to apply it in practice.

Will this training suit me?

Our Six Sigma Black Belt course focuses on training fulltime improvement project managers and potential Master Black Belts. They subsequently carry out improvement projects (including various Lean projects) on a fulltime basis. From a practical perspective, this involves a minimum of three days a week spent working on a project/projects. This training is presented exclusively to employees, managers and board members who want to achieve continuous improvement through the implementation of Lean Six Sigma into their own organisations.

During this Six Sigma Black Belt training, we assume that your way of thinking is at higher vocational education / university level.

The Instructors
The Black Belt training is presented by experienced Master Black Belts who have earned their stripes in the practical world. Our instructors have vast practical experience because they have been responsible for coaching Six Sigma Black Belts and Master Black Belts. They provide support during the execution of change projects and the implementation of management of change projects. They also frequently work on similar projects and programmes themselves. As a result, our training courses follow a highly practical and result-oriented approach in addition to the wide scope provided by the theory.

Trainees have mentioned that it is precisely this different way of thinking and the quantitative approach that make a difference. Here, wide-ranging instructor expertise – in terms of both coaching and experience in executing Lean Six Sigma projects – is essential.

If you want to learn more about what a Six Sigma Black Belt does and does not do, visit the Wikipedia page.

Het bericht Six Sigma Black Belt verscheen eerst op Lean Six Sigma Group.

Proper Lean Six Sigma courses are set up in accordance with globally recognised ASQ standards. Only training courses conducted in accordance with these standards can guarantee that you will learn all the key tools from Lean and Six Sigma.

The basic Lean Six Sigma training is called the Yellow Belt. More advanced students follow the Green Belt training course, while real professionals eventually become Black Belts.

There is a separate Lean Six Sigma training course for management, called Champion.

Yellow Belt training course: the basic techniques

The Yellow Belt training teaches you the basic principles of both Lean Management and Six Sigma in just one day. In addition to this complete basic knowledge, we will also focus on how a Lean Six Sigma (project) organisation is structured, and we will put the tools that we have learned into practice.

Green Belt training course: Lean Six Sigma for project leaders

The Green Belt training course is ideal for future project managers. Over a period of 6 days, you will practice using all the tools and learn the corresponding theory. The Green Belt training course ends with an exam on theory and practice. It means that your Lean Six Sigma skills will be recognised worldwide.

Black Belt training course: the Lean Guru

Do you wish to be the figurehead for Lean Six Sigma within your organisation? If you complete the Black Belt course, you can guide Green Belts and Yellow Belts in the projects they perform. If they have any questions, or require vision, you will be the person they come to! This 8-day course will provide you with all the knowledge of Lean Six Sigma – in other words: the power to change organisations and processes.

Champion: Lean Six Sigma for management

Lean Six Sigma projects that are executed within your organisation need your direction. As a client, you know which questions to ask the Lean Six Sigma project leaders. The Lean Six Sigma Champion course teaches you not only the basics of Lean and Six Sigma, but above all the role of effective management in Six Sigma organisations.

Het bericht Lean Six Sigma courses verscheen eerst op Lean Six Sigma Group.