Green Belt and Black Belt coaching has for many organizations become an integral part of Lean Six Sigma implementation and critical to the success of improvement projects. However, standards and best practices of effective coaching are only rarely established. Some may ask, “Why coaching for someone who has gone through training?” While training is essential…
Here is how to become a Master Black Belt: Attend a one-week training course and earn a certification from a European institute. The institute claims on the web to be officially approved and the course is for open enrollment. To most Six Sigma practitioners this does not make a lot of sense, but it raises…
How does a company measure the effectiveness of a Six Sigma program? Common metrics include: time to the break-even point for the program, project completion rate, total and average financial value of completed Six Sigma projects, and average project completion time. The common element in all these metrics is that they rely on the effectiveness…
When to involve suppliers in a Six Sigma initiative is a topic that comes up in every organization that has made the commitment to improve. “We are only as good as our suppliers.” This statement by Göran Lande, quality manager at Sony Ericcson, at a recent Six Sigma conference, sums up the situation. It is…
“Why bother about process improvement? Let’s do it right the first time. We don’t need process improvement. We have to implement DFSS!” This is a common theme from engineering people in Six Sigma deployments. A common response from practitioners is that DMAIC should be implemented first; experience with the methodology should come before the introduction…