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The Company Profile
Published in Bob Sproull, The Secret to Maximizing Profitability, 2019
He continued, “At the project level, there are different levels of belts including Black Belts, Green Belts, Yellow Belts, and White Belts. These people all contribute at different levels to conduct projects and make improvements. After the Master Black Belt, the Black Belt is next in line and is responsible for leading problem-solving projects while training and coaching project teams. Next in line is the Green Belt, followed by the Yellow Belt, and, finally, the White Belt rounds off the list at the lowest level of training and experience. The Six Sigma belt system originated sometime in the 1980s, probably at General Electric, which is typically given credit for having initiated one of the first Six Sigma efforts. I’m pretty sure that each color belt represents certified levels of expertise,” he explained. “Does this answer your question Bill?” he asked, and Bill indicated that he understood. “Any other questions?” Mark asked.
Basic Elements of Continuous Process Improvement
Published in Ron S. Kenett, Emanuel R. Baker, Process Improvement and CMMI® for Systems and Software, 2010
Ron S. Kenett, Emanuel R. Baker
An employee of an organization who participates in a Six Sigma team is referred to as a Green Belt. A Green Belt will have sufficient knowledge to support and champion Six Sigma implementation and to participate in Six Sigma projects as team leader or team member. A managerial level or technical specialist assigned full responsibility to implement Six Sigma throughout the business unit is referred to as a Black Belt. This term, as well as Six Sigma, Green Belts, etc., were coined by Motorola and adopted by other organizations as a de facto industry standard. A Black Belt is a Six Sigma implementation expert. Each project is expected to have at least one Black Belt as a team member. Many companies have experienced the benefits of Six Sigma with, on average, savings between $ 50,000 and $250,000 per project. Black Belts, with 100% of their time allocated to projects, can execute five or six projects during a 12-month period, potentially adding over $1 million to annual profits.
The Lean Management Team
Published in Brent D. Timmerman, Starting Lean from Scratch, 2019
The Lean consultant will likely be the one who develops your training programs. The following training courses will be important, although names may vary: Introduction to operations excellence—a very short presentation that speaks to the fundamentals of what the program involves, WHY you are doing it, and defining some terminology, like “kaizen.” Although this may be an in-person presentation for as many of the staff as possible early on, you may want this training to be available online for people in a self-serve format;What is 5S—a short and simple presentation-style course to explain what the concept of 5S (explained further in Chapter 48, Change Principle #15: Realize that in an office, 5S doesn’t just mean cleaning off your desk) means, and how it is actually applicable in an office environment. This lends itself well to online self-serve delivery as well;Lean 101—we made this a half-day training class, mixed in with group exercises and activities, to explain to people more about the steps involved with a kaizen. The exercises are physical activities, such as passing balls around, that help to demonstrate such concepts as why single-piece process flow is more effective than batch-processing. In-person delivery is much better for this type of training;Lean for Leaders—this training is much more extensive and is designed for senior leaders. Held over multiple days, it involves an advanced level of detail around how value-stream mapping works, and also shows the senior leader how they can use the Lean toolkit for strategic objective planning;Lean Facilitator Training—this training is specifically designed for your staff-level Lean facilitators. It involves teaching them the introductory Lean toolkit, especially focusing on how to develop process maps, Pareto charts, opportunity value charting, the 5-Why method of root-cause determination, Ishikawa or fishbone diagrams, etc. This training also provides instruction on how to facilitate group activities, such as the kaizen events. Our training course was considered equivalent to “Lean Six-Sigma Yellow Belt” training; andGreen Belt training—this is the more advanced Lean training that you will need to put your Lean practitioners through if they don’t already have it. In our case, we put our practitioners through a “Green Belt” training program with an external organization.
How Lean Six Sigma Principles Improve Hospital Performance
Published in Quality Management Journal, 2018
Ana Carolina Honda, Vitor Zanetti Bernardo, Mateus Cecílio Gerolamo, Mark M. Davis
Another important factor in most of the multidisciplinary improvement teams was the training received by the staff prior to the beginning of the project. According to Parks et al. (2008); Taner and Sezen (2009); Martinez et al. (2011), and Taner, Sezen, and Atwat (2012), the performance improvement team received training in Six Sigma methodology. In addition, several cases had internal Green Belts (IGBs) and internal Black Belts (IBBs) as members of the improvement team, who also received training. Lifvergreen et al. (2010) reported that a Black Belt course was designed to support all project managers (future IBBs) during their Six Sigma projects. Six Sigma theories were interwoven into real-life improvement projects, thereby developing the skills and abilities required to be a Black Belt. On the improvement team described by Niemeijer et al. (2012), a 14-day training was held for IBB and an eight-day training for IGB. Gijo et al. (2013), Gijo and Antony (2014), and Shreeranga, Gijo, and Jnanesh (2014) point out that Green Belt training was offered for specific team members who were responsible for executing Six Sigma projects, collecting data on respective processes, and acting as change agents. Heuvel, Does, and Verver (2005) reported that in their case study, a Master Black Belt (MBB) was appointed to set up a management control system to evaluate progress and to support Green Belts in completing their projects. The MBB organized the necessary training programs and ascertained that Green Belts completed a project. Linderman et al. (2003) stated that the training must be proportional to the degree of involvement, they emphasized that training may not create substantial benefits for simple improvement tasks, which means the training should be differentiated for Green Belts and Black Belts and also Champions.
Using the Six Sigma DMAIC Method to Improve Procurement: A Case Study
Published in Engineering Management Journal, 2023
Ping-Shun Chen, Jimmy Ching-Ming Chen, Wen-Tso Huang, Huan-Ting Chen
According to Snee’s (2000) research, Six Sigma is usually run by a chief executive officer. A Six Sigma organization is usually composed of a champion, master black belt, black belt, and green belt. The champion, responsible for Six Sigma execution, is assigned by senior managers. The master black belt runs Six Sigma in certain regions, determines the goals of product qualities, selects proper projects, and supervises or trains black belt personnel. The black belt applies Six Sigma methodology to the selected project under the guidance of the master black belt. The green belt implements the Six Sigma project based on his or her job responsibilities and under the supervision and assistance of the black belt. Members and duties of the inter-department Six Sigma organization based on this case are as follows: Champion: senior manager of Company Z. The champion is responsible for integrating opinions, setting goals, and arranging resources to run and finish the Six Sigma project.Master black belt: manager of Company Z who completed the 90-hour training to obtain the black belt certificate. The master black belt supervises Six Sigma management by providing items and methods for execution. They are experts in Six Sigma management and methodology related to project execution strategies and process improvements.Black belt: a unit director of Company Z who completed the 90-hour training to obtain the black belt certificate. The black belt is responsible for inter-department coordination and first-line execution. The black belt leads the Six Sigma project group members to run and ensure applications of Six Sigma tools and methods.Green belt: a project group member of Company Z who completed the 36-hour training to obtain the green belt certificate. Green belts are first-line workers, accepting and completing assigned tasks as well as assisting the black belt.