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.

In Lean, it is also important for the focus to be on the customer. With such focus in place, the six steps being discussed can form a solid foundation for all organisations or persons aiming to implement Lean. And you will immediately have a grasp on the Lean way of thinking:

1. Value
2. Value Stream Mapping
3. Flow
4. Pull
5. Improvement
6. Repetition

In Lean thinking, the added value of the product is central. This value is determined by the needs of the customer, not by surplus tasks performed by the manufacturer. You see, the customer is only willing to pay for processes that contribute to a product that conforms to his specifications.

1. Value

So value is determined by customers who want to buy a well-performing product at the right price. This means that Lean organisations must arrange their processes in such a way that no waste occurs, which would otherwise be charged to the customer.

Because we link the term ‘value’ to the specifications of the customer, the below questions can help us identify the value:

• What problem does the customer have?
• Are the needs of the customer clear?
• What are the benefits for the customer and for the organisation?

2. Value Stream Mapping

Once the value for the customer has been determined, the following Lean step can be taken, i.e. the definition of the right process. The right process is one that only adds value to the product and hence conforms to the specifications of the customer. In other words, a process without wastes. The Value Stream Map can be of aid here and consists of three categories:

• Processes that create value. These involve all the steps that are necessary in order to shape the product and move closer towards the end product.
• Processes that do not add value but are necessary. All processes involve activities such as transport, checks and waiting times.
• Processes that do not add value and can be eliminated. All activities that do not fall within the above categories.

Although processes that do not create value should actually be eliminated, processes that do not add value but are important can be re-evaluated and improved. A Value Stream Map is useful in such a case. It can be used to take a closer look at every step in the process in order to decide whether or not it adds value.

Questions to ask during this step include:

• What problems have been found that negatively affect the process?
• Do you know where these problems come from?
• What effect do these problems have on the customer?

3. Flow

Process wastes have already been identified and eliminated in the previous steps. The third step in Lean focuses on a fast flow of products. This can be achieved by physically tracking the process and noting the distances travelled by the product within it. The distances that are found to be excessive can subsequently be eliminated or shortened.

The 5S method is often applied during this third step. This is a method that helps organise the workplace. It is often the foundation of a Lean organisation and involves the following steps:

• Sort
• Sustain
• Shine
• Standardise
• Systematic Arrangement

Evaluation questions to ask here include:

• Has all (possibly unnecessary) movement been logged?
• Have all steps that do not add value been identified and eliminated?
• Has 5S been integrated in the right way?

4. Pull

The benefits of the initial steps lead to greater production in the organisation, with every step adding value to the end product. Greater production also results in more stock, which in turn forms one of the 8 wastes in Lean. This is because every product that is not sold immediately – and therefore stagnates in storage – is considered a waste. To solve this problem, step 4 either restricts the supply or increases the sale of products (pull).

Adjusting the production system in such a way that supply is equal to demand is a good way of combating waste. This so-called ‘pull system’ involves only replacing or manufacturing products on the basis of sales.

5. Improvement

Continuous improvement is a Lean legacy. Organisations must therefore strive towards this. The goal is to always have the ideal system in place for the product offered by the organisation. And to improve the current system. This is also known as Kaizen.

6. Repetition

This final step serves as confirmation of all the previous steps that have been implemented. Here, the progress that has been made is evaluated. And whether the same procedures and tools can also be applied to other processes (the key principle) is also considered. The greatest advantage of this step is the fact that all time spent on analysis during the first process can be recouped during the subsequent processes.

Het bericht Lean thinking in 6 steps 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.

You have probably heard people say that “20% of customers are responsible for 80% of trade”. When this is applied in Lean Six Sigma, the resulting graph is called a Pareto Chart.

The Pareto Chart is a simple way of illustrating where the bulk of the problems in the process originates. If a Pareto Chart is applied early in the improvement process, it can be used as input for devising an effective strategy for reducing the complexity of the project.

In this article, we will use two examples to demonstrate how the Pareto Chart can be applied to various processes. The first example illustrates how the Pareto Chart works in production, while the second relates to the service sector.

Pareto Chart (production)

Most of the defects in a process follow a certain pattern, with a relatively small number of problems causing the bulk of the defects.

The Pareto Chart displays the relative frequency of problems in order of defects, thereby creating a summary of the problems with the highest priority. The best results can be achieved by tackling and improving problems based on these priorities.

The below image demonstrates how the 80/20 rule works.

It clearly indicates which defects need to be addressed first. The first three categories (dirt in paint, sag and orange peel) are actually responsible for 87.5% of the defects.

A Pareto Chart can be created using any virtual spreadsheet or charting software. Excel is a prime example.

Pareto Chart (service)

Besides being suitable for production processes, the Pareto Chart is also an ideal tool to apply to the service sector in order to determine which problems should have priority and be solved first.

The below example demonstrates how the principle works in the service sector. The left axis displays the number of complaints, while cumulative percentages are reflected on the right.

This example demonstrates that complaints related to the room, layout and hygiene are responsible for 83.8% of total complaints. A logical conclusion would suggest that management focuses on these categories on this basis. However, care should be taken when choosing priorities. Sometimes, the cause of a complaint cannot be quickly or easily resolved. At such times, it may be worth considering other problems.

An example: instead of complaints about the rooms, there could be complaints about reservation waiting times. A reason for these waiting times could be the use of an outdated reservation system. If this will not or cannot be replaced in the near future, it would be better to focus on solving a different problem.

Other options

There are also other ways of arranging the Pareto Chart. For example, you could emphasise costs relative to the number of complaints, or the time taken to solve a problem. Every way of looking at it leads to different results and solutions, so the best method depends on the situation that applies within the organisation.

Pareto Charts can also be used for cause/effect diagrams or as input for e.g. brainstorming sessions aimed at identifying the underlying causes of problems. Thanks to its segmentation action, the Pareto Chart can provide insight into the main problem areas and can point the improvement team, which will eventually solve the problems, in the right direction.

Het bericht Pareto chart verscheen eerst op Lean Six Sigma Group.

1. Which option does not reflect how replication affects an experiment
a. Increase the treatment effects
b. Better estimate of the error of experiments.
c. Improve precision of experiments.
d. Better estimate of the treatment effects.
Solution: a. Replication can be done without increasing treatment effects.

2. Blocking is valid for all except:
a. A blocking factor has 2 levels.
b. A block segments the experiment
c. Blocks contribute to getting more random samples
d. A block of trials would be run together.
Solution: a. Blocking variables can have as many levels as desired.

3. Which statement about confounding is true:
a. Variables are confounded if their effects are not separable.
b. Variables are confounded due to complexity.
c. Variables are confounded if the same effects are produced.
d. Variables are confounded if they are collinear.
Solution: a. Variables are confounded if their effects are not separable

4. A sequence of four replications consists of
a. One experiment with three repetitions.
b. One experiment with three levels.
c. One experiment with three factors.
d. Planned grouping with four blocks.
Solution: a. One experiment with three repetitions is four replications.

5. A 4(3) experiment describes:
a. Four levels of three factors
b. Three levels of three factors
c. Four factors at three levels
d. Full factorial randomized block experiment
Solution: a. Four levels of three factors.

6. Designed experiments:
a. Can use quantitative and qualitative data
b. Must use quantitative data only
c. Should be normally distributed
d. Must be tracked with a control chart
Solution: a. Can use quantitative and qualitative data.

7. Designed experiments support Improvement by
a. Replicating results within a balanced design quicker than trial and error methods
b. Following a sequential cycle.
c. Expanding complexity of analysis.
d. Charting processes with control limits.
Solution: a. Replicating results through main effects and interaction effects.

8. Full Factorial experiments with 2 levels of 3 factors will require how many trials?
a. 8
b. 9
c. 6
d. 4
Solution: a. 2(3) = 2 X 2 X 2 = 8 trials since in Full Factorial all trials must be run.

9. Confounding is defined by
a. Mixing main effects and interaction effects of an experiment
b. Complicating experiments
c. Reversing Average and Range data on control charts
d. Discovering the effects of an experiment.
Solution: a. Mixing main effects and interaction effects of an experiment.

10. The following definitions are correct except:
a. A replication is a group of treatments and levels that indicates the required
experiments.
b. Randomization is a technique to increase experimental validity.
c. Treatments are the levels assigned to each factor.
d. Factors are studied for their impact on a process.
Solution: a. A block is a group of treatments, Replications are additional experiments to better
estimate experimental error.

11. The items are valid objectives for Design of Experiments except.
a. Compliance to external standards
b. Comparative
c. Screening
d. Optimization
Solution: a. Compliance to external standards is not a valid objective.

If you have any questions regarding this Green Belt Lean Six Sigma practice exam, please contact us.

Het bericht Six Sigma exam questions 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.