WORKSHOP AND INSTRUMENT SET OF THE ORGANIZER, LEADER AND MANAGER THE PURPOSE OF THE READER I want to give you the means - exactly the means, this word works here - for self-organization. So that you can master a certain technique of work: “technique” as a set

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Six Sigma In the 1990s, a new method of risk management was developed. It was called six sigma (six sigma). I first heard the term from Jack Welch of General Electric, and realized its importance when Jim McNulty, formerly

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What is Lean Manufacturing? Lean manufacturing, or "Toyotism", is an approach aimed at creating production without waste and costs, compact and efficient. It was called "Toyotism" because it was first applied at Toyota factories and became

The Toyota Production System (TPS) and Lean Manufacturing The Toyota Production System is a unique approach to manufacturing. It was she who gave rise to the movement for lean manufacturing, which (together with the concept of Six Sigma) became one of the dominant

Six Steps to Gamification Games are the highest form of exploration. Albert Einstein Now we will collect the received knowledge. Now we have everything constituent elements to create a gamification system. At level 5 we will see how to implement our plan by considering the following

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Six Sigma Standards An important feature of the reorganization as it was implemented was a focus on improving quality. “Our products must be good, because we usually charge more money than the competition,” a current Caterpillar dealer told us. However, the firm may

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The right combination of these practices in Brazil's mining and metallurgical industries brings noticeable results. The website //www.industryweek.com spoke about the successful application of the iTLS methodology at the enterprises of the Votorantim group

It's obvious that production organizations profit-oriented companies concentrate their efforts on achieving the intended levels of income from their production activities relying on its own power and resources. If targets are not achieved, this results in low revenue and high inventory levels, increasing operating costs. As a result, the amount of profit and the indicator of return on investment are subject to significant negative influence. This situation also leaves the organization in a state of stress and some emptiness due to a seemingly paradoxical situation where key organizational resources become a potential threat to the company's future earnings.

To improve the performance and increase the profitability of organizations, it is customary to apply various techniques as part of the continuous improvement process, such as Lean Manufacturing (Lin), 6-Sigma and Theory of Constraints of Systems (TOC). However, for a long time there were no scientific studies that could measure the effectiveness and contribution of the use of such techniques in improving the performance of organizations. For this reason, in the period from 2003 to 2005. large-scale studies have been conducted on this issue, which also analyzed the effectiveness of using these three methods together in a logical sequence, and also compared the results obtained with the results from using only one of these methods.

The integrated method model was subjected to a series of specific tests known as iTLS as part of a continuous improvement process. This iTLS model included the Theory of Constraints of Systems created by Eliyahu Goldratt, a technique Lin production, more commonly known as the Toyota Production System, and also 6-Sigma, a methodology created by Motorola. This model assumed the use of the mentioned methods in a certain sequence, which contributed to focusing on key strengths each of these methods.

After 2.5 years, during which 211 continuous improvement process specialists implemented their preferred methodologies at 21 manufacturing plants, 105 projects were completed.

The study made it possible to measure the financial efficiency obtained through the application of each of these methods. Statistical analysis showed that the methods Lin and 6-Sigma contributed to obtaining significant financial results organizations in which they have been applied. The results from applying these methods separately were approximately the same (the obtained value of the significant probability (P-Value), equal to 0.622, did not indicate a significant difference between these two methods when analyzing the financial efficiency factor).

One organization that took an integrated approach was the Votorantim group of companies, the fourth largest private organization Brazil, operating in several countries and in various market segments such as mining, steel, cement, pulp and paper, steel and fruit juice industries. Five plants have implemented an integrated system of TOC, Lean and 6-Sigma, the so-called iTLS continuous improvement methodology, developed and published in detail in 2006 by Dr. Reza Piratesh (Piratesh and Farah, 2006). Two of these factories, which will be discussed below, were a mining factory and a smelter.

In the case study below, the iTLS methodology has successfully synchronized production and leveraged existing production capacity to ensure process stability. This methodology was applied without hindrance due to the involvement of the personnel of the organizations and their strong focus on success. TOC Integrated System Model, Lean Manufacturing and 6-Sigma Models (iTLS)
iTLS combines three powerful components - Lin, 6-Sigma and TOC - optimally matching and synchronizing them:

• focusing on only a few critical elements that limit the activities of the company as a whole, through the use of TOC;
• eliminating defects in production by detecting the so-called "hidden factories" within the framework of the methodology Lin;
• reducing the possibility of unwanted variability to ensure process stability through 6-Sigma.

The use of this integrated system of continuous improvement in production has made it possible to ensure that the capacities and resources involved in the production process are converted into stable production that generates income with a high share of profit.

results

Below practical example is brief description experience of applying the iTLS methodology in several Brazilian conglomerates, which included mining plants, ore dressing plants, and metallurgical plants. In all the cases where the iTLS methodology is applied, the throughput rate for production increased significantly in 3-4 months. The continued use of this technique over the next 3-4 months allowed to stabilize production processes, along with the achievement of strategically important target production volumes, which was previously considered almost impossible.

The new production figures significantly exceeded the previous ones, and investments in additional capacities were not poured in. The result was the achievement of higher indicators of income, profit and return on investment.

Practical example

Initial conditions:
None of the plants could reach the target production volumes, good production performance was only a single occurrence, which led to loss of income due to late deliveries.
Plant managers were under constant pressure for not achieving strategic performance targets and, as a result, the overall performance of the organization deteriorated.

Other undesirable phenomena were observed:

• The goals set were not achieved.
• The number of actions taken was large and continued to grow, making it difficult to manage these actions.
• Growing pressure to acquire more and more resources.
• Employees despaired; there was an opinion: "the more we try, the less we achieve."
• The search for the perpetrators on the one hand and their constant excuses on the other hand, along with the attitude of non-intervention of some employees, created a negative atmosphere in which there was no positive cooperation between the staff.
• Resource productivity was very low.
• Lack of necessary preventive measures.
• Employee apathy.

Application

The iTLS model was applied simultaneously to all plants. Its goals were to stabilize and improve production processes to ensure optimal interaction with the market. There were 4 main elements:
1) Application of the TOC tool "Drum-buffer-rope" to identify the limitations of the production process and plan the limiting section:

• A “drum” resource that set the pull rate for production and set the TACT for delivering (i.e., production began to work in such a way as to directly respond to customer requirements) of manufactured products to the market.
• Creation of buffers related to the "drum" resource and providing protection against emerging deviations in the production process and in shipment.
• Pulling release of materials (“rope”), which ensures the synchronization of the production process with the “drum” resource.

2) The use of Lean tools to identify the stages responsible for the occurrence of manufacturing defects and exclude them from the production process in order to increase its efficiency.
3) Applying 6-Sigma tools to ensure the sustainability of the changes made by introducing statistical control over production processes.
4) The introduction of well-established templates and methodologies for solving emerging problems, available to workers and management personnel, in order to ensure that each of these groups of employees can independently ensure continuous improvements in their processes.

There is a direct relationship between the response to the work of the “drum” resource in combination with maintaining the stability of production and financial efficiency indicators. As soon as the "drum" was found based on the determination of the optimal capacity of the restriction, its operation became a key moment for the release of materials and the implementation of shipments.

The resource constraint had to be protected from possible deviations that occurred at the stages of the production process that preceded it as a result of interdependent operations. The purpose of this was to ensure that the required capacity of this resource was used in full production. In organizations with continuous production process, the protection of the constraint resource, which is the starting point for organizing the work of the "drum" and the shipping department, was carried out by creating buffers of a given size that feed this resource during production failures to ensure continuous production and uninterrupted supply.

As soon as buffers were introduced required size, they began to absorb all negative deviations, potentially affecting the resource-limitation and the shipment process. It was important to understand that when such deviations affected the buffer, the latter decreased in volume and needed to be restored. Its replenishment became possible due to the use of excess capacity preceding the resource-limitation ("drum") and the shipping department (~10%). In essence, they were protective powers. Their use when appropriate needs arise and made it possible to replenish the buffers.

Thus, any production stage, whose performance was less than 110% of the performance of the "drum", was considered a limitation, as it could potentially have a global negative effect on the size of the passage. It might seem that the activity in this case was temporarily unbalanced. However, the work crews then set to work to maximize the value of the manufacturing process by reducing and stabilizing scrap rates. For this, 6-Sigma tools were used to reduce variability.
This model included buffer management in order to optimize the decision-making process based on the interpretation of the state of the buffers at certain points in time. Buffers have become the main source of information for management, allowing them to track what is happening in the production process, prevent potential threats, determine the causes of their occurrence and make decisions that contribute to the continuous improvement process. For this, the tools of Statistical Process Control were used.

The similarity of the results obtained using the iTLS model was in line with expectations. Below are some of the results that each plant has been able to achieve:

• Production increased by 10%, which made it possible to satisfy the requirements of consumers by 100%, without the need to attract additional capital investments.
• Profits increased by 5%.
• Each company's payback period was reduced to a few months, and at one plant it was only 28 days - an all-time low level.
• Production processes stabilized, which made it possible to achieve the strategically important target production volumes predicted earlier.

Evgenio Germont, CEO of Votorantim Metais Unidade Tres Marias, noted that “… we have been able to succeed in this ambitious undertaking… and therefore we have achieved all our goals…”

Synergy in application CBT, Lean and 6-Sigma, expressed in the iTLS model, has become a tool to provide fast and efficient performance improvements in mining and metallurgical plants. This, in turn, made it possible to fulfill obligations to customers by 100%. This model used the tools of the Theory of Constraints to focus on areas requiring change, the Lean methodology to eliminate manufacturing defects, and the 6-Sigma system to control the production process and the resulting deviations.

During the 6 Sigma Fundamentals webinar, the recording of which is available for you here, I was asked this (usual) question: how is Six Sigma different from Lean? In my practice, I try in every possible way to get around the methodological “contradictions” (contradictions in quotation marks!) between lean manufacturing and 6 sigma. I also never focus on instrumentation differences. Although many tools are often attributed to one methodology or another. Instead, I always focus on a certain basis laid down in all the "fashionable" and already "obsolete" methodologies.

Logo from our groups In contact with and , illustrating the common beginning of the methodologies

What is this basis? What is the common beginning? Isn't it common sense? And if so, then why look for differences in methodologies based on common sense?

Reflecting on these questions, I came to an interesting observation: for some reason, among the site visitors, not everyone is interested in the differences in methodologies. After some digging around in memory and mailbox, I was able to install the following:

1. Most often, the question about the criteria for distinguishing Lean and Six Sigma is asked by employees of organizations that provide educational services(universities, consulting companies etc.).
2. Less often, but by a very small margin, young specialists - students, graduate students and "cadets" - newly hired masters, engineers, managers.
3. And very rarely there are questions from production workers with experience, project leaders and people who have been engaged in their profession for more than a year (or better to say, who have been increasing their efficiency for more than a year?).

As a typical production worker, I can assume that the value of dividing methodologies “by name” in my work simply will not increase, and therefore the question of separation does not arise for me. I believe that it should be applied depending on the situation, and not on the name of the technique.

Fortunately, this time, in addition to such an unconvincing argument as one's own opinion, it is possible to refer to an article by Terence Burton - Is This a Six Sigma, Lean or Kaizen Project? , on the basis of which the material of Victoria Oleshko was prepared - Is it a 6 sigma, lean or kaizen project?

Have you already read the article? If not, then I advise you to do it right now, and only then continue studying this post ... No. Seriously. article and come back.

Central to Mr. Barton's article is the following diagram:

An almost verbatim translation of the scheme is given below:

In his publication, Mr. Barton draws attention to the fact that Lean, Six Sigma, and Kaizen are nothing more than “toolboxes”. The use of this or that tool should be conditioned by the situation, and not by the buzzword that sounded in the title of the last seminar attended. According to the author, leadership, creativity and innovation are the components of a breakthrough. They just encircle the above schemes, creating the basis that I spoke about above.

Nevertheless, dedicated to those who like to look for differences:

In this diagram, our team tried to decompose the three methodologies in one coordinate system, so that it would be easier to compare them and look for differences. But there are also disadvantages:

“But in the old scheme there were a lot of terrible words "karate",
“judo” and “taek-won-do” - it’s good to scare TOPs with it :-D” ©

The Six Sigma concept was developed by Motorola in the 1980s in order to reduce deviations in manufacturing processes. electronic components. In general, the whole idea of ​​6 Sigma is aimed at maximizing the quality of the organization's work. It was based on statistical methods of process control and the work of the Japanese quality specialist Genichi Taguchi.

In the modern sense, 6 Sigma is considered from three sides: as a philosophy, as a management methodology, and as a set of tools for improving work. It is used in organizations of various fields of activity - from industrial enterprises to banks. However, the main area for 6 Sigma is still manufacturing.

The term 6 Sigma, which is used in the name of the concept, means the standard deviation of a random variable from the mean. This term is used in mathematical statistics. A random variable can be characterized by two parameters - the mean value (denoted by the symbol mu) and the standard deviation or another name - the standard deviation (denoted by the symbol sigma).

If a process quality parameter is considered as a random variable, then using the mean value and standard deviation, it is possible to estimate the probable fraction of process defects. For this preliminary it is necessary to set the upper and lower limits of the tolerance field of the quality parameter. The larger the tolerance field, the greater will be the proportion of good products of this process. The larger the sigma value, the smaller the share of good products.

In order to increase the share of suitable products, it is necessary for a given tolerance field to strive to reduce the sigma value, thereby increasing their number that fit into the tolerance field.

In the case where six sigma values ​​​​fit from the average value to the nearest tolerance limit, the number of defective products of the process can be 3.4 per one million. In the case where three sigma values ​​fit, the possible number of defective items in the process is 66.807 per one million.

The essence of the six sigma concept is to use various methods and process management tools to achieve a reduction in the value of the standard deviation for a given tolerance field.

Philosophy 6 sigma

The Six Sigma philosophy is based on the approach of continuous process improvement and defect reduction. The organization should adopt a continuous improvement and performance improvement approach.

Improvement can come from radical changes (process reengineering approach) or from minor changes. continuous improvements(kaizen approach). The purpose of improvements can be to improve product safety, improve quality, shorten the production cycle, improve jobs, reduce costs, etc.

The key elements of the 6 Sigma philosophy are:

• customer satisfaction. Consumers determine the level of quality of work. They expect high product quality, reliability, reasonable price, timely delivery, good service, etc. Hidden in every element of consumer expectation are quality requirements. The organization must identify and meet all of these requirements.
• process definition, their indicators and methods of process management. To improve the quality of work, it is necessary to look at the processes from the point of view of the consumer. All elements of the processes that do not bring value to the consumer must be eliminated.
• teamwork and staff involvement. The results of an organization's work are the work of its employees. For achievement High Quality each employee should be interested in work and interested in achieving high results. Employee engagement leads to increased customer satisfaction.

Application 6 Sigma

To improve, improve, and manage processes, 6 Sigma uses a set of various tools quality. Process management can be carried out on the basis of qualitative and quantitative indicators. Each organization may use its own set of tools. Examples of such tools are statistical process control based on control charts, FMEA analysis, Pareto chart, Ishikawa chart, Tree diagram, etc.

To date, the Six Sigma toolkit has expanded by applying the concept to many areas of activity. The 6 Sigma toolkit includes the entire set of quality tools. Some of them can be viewed in the Quality Tools section.

Methodology 6 Sigma

Six Sigma is a process-oriented methodology aimed at improving performance. It allows you to improve all areas of activity.

There are three interrelated elements at the heart of the 6 Sigma methodology:

• improvement existing processes;
• design of new processes;
• process management.

An incremental improvement approach is applied to improve existing processes. The focus is on reducing the level of defectiveness. The goal of improvement in Six Sigma is to eliminate deficiencies in the organization and execution of processes.

Improvement is carried out through the application of five consecutive steps. These steps are called the DMAIC method (the first letters of the English words are Define, Measure, Analyze, Improve, Control):

• Define- at this step, the main problems of the process are identified, the Six Sigma project team is formed to improve the process. The team is given the necessary powers and resources to work. Its area of ​​responsibility is established.
• measure- At this stage, data on the execution of the process is collected. The team analyzes the collected data and puts forward preliminary assumptions about the causes of deviations in the process being improved.
• Analyze- During this step, the team checks preliminary ideas about the causes of deviations in processes, determines all causes of nonconformities and proposes methods to eliminate the identified causes.
• Improve- at this stage, measures are developed to improve the process and their testing is carried out. Activities are implemented in the practice of the organization.
• control This step involves documenting and standardizing the improved process. To verify the effectiveness of the activities, the Six Sigma project team performs control and monitoring of the execution of the process. In the course of monitoring, special attention is paid to checking the elimination of the causes of nonconformities.

For newly created processes, an approach aimed at anticipating customer expectations is applied. The focus is on preventing defects in processes.

Designing a new process (or redesigning an existing one) is also done in five steps. The design (redesign) method in the 6 sigma concept is called the DMADV method (the first letters of the words are Define, Match, Analyze, Design, Verify):

• Define- at this step, the goals of the new process are determined, taking into account the requirements of consumers. A Six Sigma project team is formed to design (redesign) the process.
• Match– the team develops and defines a set specifications, on the basis of which it is possible to determine the achievement of the objectives of the process.
• Analyze– an analysis of the characteristics of the designed process is carried out and preliminary options for the execution of the process are developed.
• design- during this step, detailed specifications of the new process are created and implemented in the work of the organization.
• Verify- In this phase, the Six Sigma process design team performs a review of the process to ensure that it achieves its goals, taking into account the specified characteristics.

One of the important elements of the 6 Sigma methodology is process management. very often in an organization both the improvement of existing processes and the design of new ones take place at the same time. Managing constantly changing processes becomes quite a challenge.

In general, the Six Sigma process management methodology does not differ much from the accepted process management methodology.

The main elements of process management according to the 6 sigma methodology include:

• process definition, key requirements of consumers and process owners;
• measurement of indicators characterizing the fulfillment of consumer requirements and key indicators process efficiency;
• analysis of results obtained measurements and improvement of process control mechanisms;
• process execution control based on monitoring the "inputs" of the processes, the progress of the execution of operations, and the "outputs" of the processes and taking measures to eliminate problems or deviations from the established requirements.

Implementation of 6 Sigma in the company

The implementation of the concept of 6 sigma in any organization is based on permanent job project teams. Teams are formed by management levels. As a rule, there are only three such levels - the highest level of management, the level of process management and the level of management of individual tasks. The teams are made up of individuals with varying degrees of “proficiency” in Six Sigma.

There are seven levels of mastery of this concept:

1. Management are the top management of the organization and business owners. The task of leadership is to create conditions for the implementation of the concept of 6 sigma.
2. Champion- Usually, this is a representative of the top management of the organization. Its task is to determine necessary projects to improve processes, their organization and control over the progress of execution.
3. Black Belt Master– the task of this specialist is to develop the concept of each specific project for process improvement. He defines the key characteristics of the processes, conducts training for black and green belts. The Master Black Belt is a 6 Sigma "technologist" and internal consultant.
4. Black belt- Leads a project team to improve a particular process. Can provide training to project team members.
5. Green Belt- Works under the guidance of a black belt. He analyzes and solves the assigned tasks, takes part in quality improvement projects.
6. yellow belt– in the project is engaged in solving particular problems, is responsible for the implementation of small projects to improve processes.
7. white belt- Responsible for solving individual, special tasks of the 6 Sigma project.

On the present stage development, the Six Sigma concept has become a well-known and popular brand. The promotion of this brand is facilitated by the training of specialists in various levels of "ownership" of the 6 Sigma methodology and their certification. For each of the six sigma degrees mentioned above, specific training programs and requirements for the composition of knowledge, experience and qualifications have been developed.

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Today, the nature of the labor market is such that some level of Six Sigma certification is required at a minimum for employer consideration for certain types of jobs. While having a certification does not guarantee that a person is truly competent or fit to achieve the organization's goals, having a certification is the starting point for many companies. Even if you already have a job, 6 Sigma certifications are a plus in some organizations to consider you as a candidate for a higher position.

Unlike many other certifications, such as project management (PMI) certifications, there is not a single authorized institution that lists the body of knowledge (BOK) and a set of requirements required for a Six Sigma certification. While the American Society for Quality (ASQ) Body of Knowledge (ASQ) body of knowledge is fairly universal, there are still many variations on the required body of knowledge for 6 Sigma that are very similar but have different meanings – adding to or subtracting from the required body of knowledge of ASQ . Certification requirements vary considerably. This leads to a huge number of methods and possibilities for certification with many attributes that can confuse you and therefore they must be considered and compared before proceeding with certification.

We hope this article will provide general information regarding 6 Sigma Certification and review some of the programs that are commonly recommended by members of the relevant LinkedIn communities. Certification methods are classified as first party certification, second party certification and third party certification. First party certification is just a self-declaration, second party certification is when the organization that provides the training sets its own criteria for certification. Third party certification confirmation by an unbiased party that a product, process or service conforms to specified, industry-independent criteria or standards. Most 6 Sigma certifications are second party certifications, as the company provides training and certification.

What are the belts?

The recognized 6 Sigma belts are Green, Black and Master Black Belts (although some organizations also have white or yellow belts). A Green Belt is not required to obtain a Black Belt, unless internal policy requires it. There is a large spread official duties about different belts. In general, Green Belts work on 6 Sigma projects as part of their job. Black belts are project managers and can only work on 6 Sigma projects. The Master Black Belt is the highest level of 6 Sigma, these individuals mentor and train others, advise on projects and may be involved in strategic level work. Black Belts and Master Black Belts can move into different industries and develop more flexible skills and management styles, in addition to using deeper technical skills.

For 6 Sigma belts, coursework may be offered with a focus on a specific industry. The most popular industries are manufacturing, manufacturing, service provision and healthcare. The examples and cases used during the course have been taken from a specific industry, although the curriculum is industry independent and therefore widely applicable. Testing and certification are not industry-specific. For example, there is no separate 6 Sigma test in healthcare.

Lean 6 Sigma (LSS) contains the foundations of 6 Sigma and is complemented by a set of industry philosophies, methodologies and tools for managing cultural transformation that aims to reduce and eliminate waste. External third party experts, Lin Sensei, can provide companies with unbiased advice and instruction regarding lean manufacturing. Provided industry courses for Lean 6 Sigma certification.

Some programs provide only 6 Sigma certifications, others only Lean 6 Sigma certifications, and others provide both certifications. The ASQ provides coursework for the LSS but does not have any exams or certifications in Lean. ASQ brings to your attention the Lean Manufacturing Certification, which is provided separately by the Society production engineers(SME - Society of Manufacturing Engineers). SME has bronze, silver and gold level grants. The International Association for Six Sigma Certification (IASSC) only provides LSS certification. And as one example, Villanova University provides 6 Sigma certification as well as Lean Sensei.

Belt Requirements

There is no standard for the amount of knowledge, and there is no standard for the requirements that are required to obtain these belts. Depending on the organization, certification can be obtained by training and project implementation, or by passing an exam only, or by training only, or by both training and exam and project implementation. If a project is still required, then at least one green belt project and two black belt projects must be done. Some certification bodies require that a black belt project generate significant monetary value or have a significant impact on the organization. The requirements for green belt projects are generally more lenient, ranging from volunteer work on a project to an online managed project. ASQ certification requires three years of work experience (full-time and paid) in one or more areas of the required Green Belt knowledge, admission to the exam is carried out after the completion of the application.

To characterize the difference between the requirements of the organizations, let's take a concrete example, so the Department of the Navy (IMF) requires more for the green belt than many organizations for the black! The IMMF requirements for an LSS Green Belt candidate are as follows - 40-hour courses with a certified LSS instructor; be a team member of at least one real project; lead at least two real projects; create a portfolio of projects and occasionally present in person to the Certification Board. After bringing these stringent requirements, it becomes clear that not all LSS belts are equally obtained. Experienced employers will know this, so it's important to choose a program where your certification will make sense.

Belt Suppliers

There are four main providers of Six Sigma Belt certification: employers, professional associations, colleges and universities, and certification service providers.

Many companies provide training to their employees and provide second party certification based on company defined standards. The company pays for your training, and it is designed to help you succeed at work. The downside is that the program may not be as solid as most independent programs. No one except the company's employees will know what kind of training you have received. Coursework can have a very narrow focus on your skills. Therefore, some people may complete corporate training but be certified by the American Society for Quality (ASQ), due to its reputation and deeper coverage of the material.

The American Society for Quality (ASQ) is a professional third-party certification society that requires the candidate to submit a package of documents that will show the level of qualification required to pass the exam. You don't need to do their coursework to pass the exam, you can study on your own. Although ASQ provides training, they do not guarantee that it covers the material required to pass the exam. ASQ also has requirements for your work history and projects.

international organization 6 Sigma Certification (IASSC) is a third party certification body for LSS that requires their exam but does not require a project. Their website is very clear on the philosophy and reasoning behind their requirements. The IASSC certifies not only individuals, but also training programs for other subjects regarding the scope of knowledge of the IASSC.

Some universities and colleges offer 6 Sigma training as part of their continuing education or certification program. There are no entry requirements or degrees earned by the school. The advantage is that you are face to face with the teacher and students and you have great networking opportunities to connect with your classmates from different industries and perspectives. The duration of training and the cost of it can vary significantly and sometimes may be insufficient. Some universities also offer self-paced online learning.

The final route to certification is certification through certification service providers, which are often companies owned or operated by 6 Sigma gurus or high-level consultants. These companies conduct both group trainings and individual ones. Some of them conduct trainings in different cities and give intensive training for several days or weeks. Others provide online training in a program that is designed for individual speed and is usually limited to 365 days to complete the course. These companies provide a package consisting of term paper, exam, project guide and sometimes software and textbooks. Some of these programs advertise IASSC certification, but it should be noted that the scope of IASSC knowledge is Lean 6 Sigma, not 6 Sigma. It is important to carefully compare learning programs before making a choice.

Upon request, they will send you spreadsheets in Excel with the information indicated in the video. They do a great job of highlighting what to look for in content, materials, and learning style. Also, they warn that this information is difficult to find - it is not available on the suppliers' websites.

Final Analysis

The following table provides comparative information for some of the programs:

Green Belt 6 Sigma and Lean 6 Sigma Certification Options Online

The table compares different characteristics, including price, a 2nd or 3rd party certification representative for self or online 6 Sigma Green Belt or Lean 6 Sigma Green Belt training. This article does not cover the knowledge comparisons and course details that these certification bodies offer. While presenting some reputation difference would be very helpful, this has not been studied and is therefore not included in the article. Also, information about the "success" of certification recipients was not investigated or found. The analysis regarding the choice of program is left to the reader, as their origins, finances, circumstances, opportunities and motivations are as different as the possibilities for choosing.

Based on the consideration of a lot of information, the following is important:

If you are willing to self-teach (i.e. not pay for a course), take an exam, and use work experience or a project outside of work to qualify for certification, your options are very limited. For Green Belt 6 Sigma, ASQ is the only way. There is no requirement to complete the project, but you must have three years of experience in one or more areas of the 6 Sigma Green Belt body of knowledge. For the time being, some companies will allow projects outside working situation, their requirements for admission to the exam are primarily payment and acceptance of their term paper. For a 6 Sigma Black Belt, there is no option that meets these criteria. For Lean 6 Sigma Green and Black Belts, the International Organization for Certification (IASSC) provides such a course as you do not have to submit a project and as part of their charter they do not offer or require coursework.

This block purports to be the initial guide to a more complete collection of insights on the path to 6 Sigma or Lean 6 Sigma certification. I hope that 6 Sigma or Lean 6 Sigma practitioners, as well as those who offer certification programs and those who seek them, will add an objective and subjective information to this post to help anyone who is craving a 6 Sigma or Lean 6 Sigma certification.

The authors: Michelle Gabrielle was one of the first at Motorola to teach statistical process control in the early 80's, before the Belt System was invented. As an operations manager, using Lean and 6 Sigma tools with her team and her suppliers, she was able to achieve significant cost savings and prepared improvements in various industries industries from capital semiconductor manufacturing to DSL supply services. Michelle is currently working towards certification to prepare herself for participation in improvement projects. He currently holds a bachelor's and master's degree in materials science and engineering from the Massachusetts Institute of Technology and an MBA from the Berkeley Haas School of Business at the University of California.

© Material prepared by Anna Jezhik
based on materials from foreign publications
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