“Is there a belief out there that the following “tools/philosophies” should be taught in a transactional green belt environment? –
conjoint analysis, product stage-gate process, market segmentation, concept engineering, KJ analysis, concept selection, demand and forecasting analysis, channel planning, profitability analysis, predictive market modeling, marketing functionality reviews, statistical tolerancing, modular design, value chain modeling
Or, should all green belts – transactional, operational, sales/marketing, manufacturing – be taught the same tools (fundamental process improvement tools geared toward project success like SPC, MSA, DOE, root cause analysis, basic and descriptive statistics) with different application strategies based on their particular business environment? “
Bob
We have a base GB training for manufacturing, which is modified to address needs of transactional. The latter does not include tools you mention above.
However, many of the tools above are incorporated into our Week 1 training for New Product Development / DFSS, which is focused on the Marketing side of developing new products / business cases. A good starting point for you regarding training materials requires understanding the outputs your company is trying to drive through these efforts, i.e., improvement of existing processes or developing new processes? The traditional tools will address much of the needs of existing processes, unless your corporation has had a strong improvement effort in the past.
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