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.

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.

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.

Where does Kaizen Lean come from?

Kaizen Lean is often considered a bundle of tools that can be applied. However, the origins of Lean at Toyota demonstrate that there is much more to it. Innovation has always been Toyota’s strength. And in order to innovate, employees have to be allowed to learn. Learning from mistakes ensures that situations are approached differently the next time. And if you subsequently have an organisation in which the lessons learnt are shared and adopted by other employees, you can constantly improve. Kaizen is this continuous improvement as a series of small steps. When making improvements, it is important to determine the root cause of a problem. This is done with the help of the 5 X WHY? principle. This is a very simple principle: by constantly asking the “why question”, you determine the root cause of a problem.

How do you apply Kaizen to your own organisation?

What exactly can you do with Kaizen Lean in your organisation? A good example of an application is the Kaizen workshop. Before this workshop, a process to be improved is selected. The following steps are taken during the Kaizen workshop:

• Determine who the customer is in this process (internal & external)
• Chart the current process by – amongst others – physically keeping track of the process
• Use creative working methods (e.g. four-blockers) in order to devise solutions for the new operational process
• Create an implementation approach in subgroups
• Perform a Plan-Do-Check-Act on unfinished implementation actions

Lean Six Sigma Group and Kaizen

To date, Lean Six Sigma Group has presented a large number of Kaizen workshops. Please contact us now for more information about our approach.

Het bericht Kaizen Lean: change for better verscheen eerst op Lean Six Sigma Group.

To successfully transform an organisational culture so that its focus is on Lean is not easy. It means that the entire organisation is faced with challenges, while all employees must be able to cooperate for transformation to succeed. This requires knowledge about new tools and methodologies, as well as a degree of discipline that is beyond the limit of most organisations. It is often the case that organisations are addicted to quick solutions and results. If things do not happen quickly enough, they tend to stop what they are doing and go in search of the next best idea. This has already led to the failure of improvement programmes among many organisations.

Why does Lean work in one organisation and not in another? In short, this can be attributed to the degree in which changes are accepted within the organisation. This does not just apply to Lean, but to change management in general. That is why we are going to take a closer look at the question of “How do you create an organisational culture in which changes are accepted?”

Step-by-step

Although Lean may initially seem to bring about radical change, a successful Lean transformation is actually based on small changes that achieve a U-turn in culture. In his book Good to Great (2001), Jim Collins describes the ‘flywheel effect’. As it turns out, the best organisations did not become the best by chance. He writes:

“They become that way because continuous small pushes create a breakthrough velocity that sustains growth. At the point where the momentum of change reaches breakthrough velocity, the organisation moves forward along its Lean journey.”

An organisation must therefore completely change its existing strategy, and certain tools are necessary for step-by-step further development. These tools can be used to eliminate the resistance that is prevalent among employees.

Learning from successful organisations

In Lean Thinking (Free Press, 2^nd edition, 2003), James Womack and Daniel Jones describe Wiremold, an organisation that has successfully implemented Lean. It is an organisation that constantly adapts to changes and dares its employees to improve. As a result, an environment is created that does not only accept changes, but considers resistance to changes an obstacle that hinders performance. Its managers are trained in all possible areas – not just in the field of new developments within the organisation – but also in effective communication, teambuilding and diversity. Furthermore, consensus from all departments is required when it comes to important decisions. Although achieving such consensus takes a lot of time, these choices prove to be extremely valuable to the company when they turn out to be correct.

Wiremold and similar organisations demonstrate that positive results can be achieved when the organisational culture accepts changes. In fact, success has nothing to do with technical knowledge about Lean tools. Instead, it has everything to do with organisational culture and recognition of the fact that Lean tools will not work without a change in culture.

Toyota has developed a cultural change model that demonstrates the acceptance of change ratios within an organisation. It is estimated that 2% to 4% of employees in an organisation accept change. They are called the early adopters. Another 2% to 4% strongly oppose change and will always oppose it, while the remaining section (92%-96%) consists of employees who are undecided. Many managers put a lot of time into persuading those employees who oppose change. Toyota argues that it actually pays to spend more time on the early adopters, because the rest of the organisation will automatically follow when change is adjudged to be positive.

The first steps

In order to become a Lean organisation, it is necessary to first assess whether changes will be accepted. Without this acceptation, implementation will probably fail. Such an assessment is often carried out with the help of a consultant, after which the implementation plan is devised. A foundation consisting of knowledge, conformity and the promotion of data-based decision-making will form the basis of this plan. New teams must be created to form a link and to communicate with the rest of the organisation. Lean experts teach the employees the necessary theory and methodologies and accompany them through the entire process. This training and practical experience will enhance the qualities of the team members.

In the meantime, management works on the development of a vision. Here, the goals over a period of 3-5 years are important, as are the annual improvement focal points.

Management takes the lead

In successful transformation processes, management takes the lead. The creation of an organisational culture in which the focus is on process improvement cannot be achieved by simply recruiting people. Both management and employees must eventually be able to work independently. This means that management will have to be able to apply all the tools and methodologies gained in order to point change processes in the right direction. Managers are also responsible for creating and communicating the vision for the future. Here, they should focus on the efforts of the whole organisation and bear responsibility for the creation of the systems and structures necessary to achieve this vision.

Sustainable Lean transformation

The speed at which change takes place can be low during the initial phase. However, once employees respond to training and achieve measurable results, the process will become faster. The goal is to train and support the organisation until old processes have been taken over by new processes. When this process is complete, a new organisational culture will form the foundation of a sustainable Lean transformation that focuses on continuous process improvement.

Changing the organisational culture

Coping with change is difficult, especially within large organisations where all employees have their own agendas. Although the implementation of Lean has led to good results for many organisations, they have also had to deal with the usual resistance. It is therefore important to first change the organisational culture in such a way that everyone (or the bulk of the workforce) accepts the improvement process before important definitive decisions on the implementation of Lean are made.

Het bericht Create an organisational culture that accepts Lean verscheen eerst op Lean Six Sigma Group.