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Why Yellow Belt Training?

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  • #32640

    Guest
    Participant

    My question to you and to our organization is “Why are we/you doing YB training?” What is the benefit of YB training? How does this fit in the overall picture? Are these YB people leading projects or participating in projects? In either case will we see a great enough benefit to justify the cost? The way we are thinking about YB, in our SS deployment (we have not implemented SS, yet, but we are only in the planning stages), these YB will aid in tackling the low hanging fruit while the BB’s are being trained. I can’t find any companies that have approached SS deployment in this way. What do you think?

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    #87416

    SSB
    Member

    Hi.,
    Yellow Belt training or any other smaller training module is not a necessarily a standard practice but each and every company uses an aid to make Six Sigma a common language in the organization.
    It can also help in doing a sense check of how the system is adapting the new improvement pactice and creates a common platform.
    The Black Belts or Green Belts need more extensive trainings and this is not a substitute for the same.
     

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    #87423

    Helper
    Participant

    It really depends on the quality of your YB training and its curriculum in conjunction with the new competencies developed by your people. 

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    #87699

    Mridul R Mahan
    Participant

    Hi Guest,
    Well…I too was critical of YB as a training module,as GE had taught me to treat SS deployment as a haloed training,not to be substituted by gimmicks!!But,in my new role as BB,SS initiatives and deployment in a software firm which is already ISO9002 and SWCMM level 5 ,YB training has come up as the single touch point to develop Six Sigma DNA organisation wide,especially in the delivery and operations,because this training mdule helps me develop a case-base and give a finger-dip to everybody about SS methodology.
    So,I am positive in any organisation going thru SS implementation phase,this is a very potent tool,and used effectively,it really helps in growing the SixSigma DNA across board.

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    #87704

    Christine Hawkins
    Participant

    The last company I worked for ran yellow belt training for low hanging fruit and the current company I work for runs yellow belt training for team members only.
    There are advantages and disadvantages of yellow belt training for low hanging fruit.
    The advantages are: 1. It puts tools in the hands of the people, it empowers them to solve problems and 2. It gives people a snap shot of what six sigma can do.
    I do think, however, that the challenges it causes are worse than the advantages:  1. Identifying what is low hanging fruit and what should be a black belt project.  2. Over populating yellow belt and no-one attends black belt, as they can get “the same” result with only 3 days of training.  3. Who will coach all the yellow belts you churn out?  4.  What processes will you have in place for identifying and tracking the benefits of these projects?
    My experience is that the people and projects which turn up for the yellow belt training you are proposing for low hanging fruit, really only need some process management and facilitation training. (How to identify, map and measure processes and how to run meetings and make team based decisions).  I suggest you run a process management and facilitation course, and call it a pre-requisite for six sigma or something like that but don’t call it yellow belt.

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    #87706

    Ron
    Member

    Sometimes you must walk before you can run!  Yellow Belt training is usually proposed for organizations in which their level of sophistication regarding Continuous Improvement and Quality approaches to CI are very low.
    Financial organization as an example can benefit from Yellow belt training as they typically did not have strong CI activities upon which you can grow.
    So the easy answer to your question is “It Depends” on the sophistication of your organization.
     
     

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    #87711

    BB
    Participant

    Our corporation requires that ALL employees be trained in Six Sigma and the first level is the Yellow Belt or we call it Fundamentals.  All employees then have an understanding of the Six Sigma Process, an introduction to the basic tools, and an understanding of the basic statistics and what they mean.  This program then has all employees prepared for future teams and understanding what is expected out of them when asked to be on a team.  I have trained this class 6  times and each training session renews my faith in the excitement of new employees, that are ready and willing to make improvements in their work areas and ready to join teams that will help the company be successful.  Our training also includes a very small project that they work on during training and complete after that continues their training and shows them how Six Sigma is successful and that they can contribute to the company. 
    Yes, it does require someone to mentor the trainees and their projects but the reward is great-employees that have begun to “buy-in” to the Six Sigma Process.  Take time to make sure the training is interesting, worthwhile and well presented and then you have to make sure the projects are successful.  Employees will begin the road to believing in Six Sigma and will be ready and eager to join another team! 

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    #87713

    Guest
    Participant

    I understand you thought is that the benefit of Yellow Belts is limited because of their training level. Do you think that the YB can give us a good return on the low hanging fruit. I do see the problem that the organization would have a vision to give all projects to the YB and adopt the idea, “why wait for the long BB project when I have quick resources that can produce quicker?”
    The training will start with an exteranl vendor and it will be turned over to our organization for future training.
    Think about it. Would this be true? Of course not for DSFF prjects or large cross functional project.

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    #87773

    Houston Mayer
    Participant

    Sounds like a yellow belt would be a good method for introducing the six sigma culture into an organization. What would you suggest for a yellow belt ciriculum? 
    We have been discussing methodologies for introducing six sigma to strengthen our process improvement activities at the process level and using dedicated blackbelt projects to support business level improvement needs.

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    #87825

    BB
    Participant

    Our training starts with a one introduction class for all new employees then after several months of being on the job, we train them in the Six Sigma Fundamentals or Yellowbelt program.  We strive for 100% of our employees to have the yellowbelt training with a small project completed.
    A yellow belt curriculm should start with the basics-why the company is spending time on Six Sigma and why the employee should embrace this new initiative.  We spend several hours here, showing previous successes, discussing other companies successes and why it is different from other initiatives that had been introduced.  Six Sigma is a cultural change for most companies and how they will work going forward.
    Then spend time on what is Six Sigma, both as a program and the term itself.  Begin introducing basic statistics and how to apply them.  This is the most important part of a yellow belt-understanding what the statistics are showing, some people will not understand how to calculate them, that’s OK, you will have Greenbelts and Blackbelts to help them out.  Include basic charts, i.e. SPC, Run, Pareto, etc.
    Other topics to cover
    Begin introducing Six Sigma Basic Tools:  Project Charter, Problem Statements, Customer requirements, Process maps, Fishbone, C&E, FMEA and Control Plan.  Include a basic introduction of Lean tools, they can apply those very quickly in their work areas.  We have them actually work on a small problem in their work area and apply the tools in class with coaching from the trainers.
    Include a  module or two on team role, team-work and personalities.  Many have little or no experience working in a team environment and these modules will help them begin to understand the dynamics of team-work.
    You will be pleasantly surprised on how fast they catch on and begin thinking the Six Sigma way.  The Greenbelts and Blackbelts can train advanced tools as needed to team members and will also have to coach the basic tools to refresh memories of the yellowbelts, but they will have the basic background.  Often, you will have several people that really understand and become excited-future Greenbelts or Blackbelts!  Employees trained through yellow belt become MUCH better team members after the training.  Hope this helps-Good Luck!

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    #87880

    Houston Mayer
    Participant

    Thanks for your suggestions.
    I have been planning to use the Memory Jogger as a guide for training basic SPC techniques and it seems to match with your suggestion.  I really don’t want to go to the expense of purchasing SPC software or requiring anyone other than Green or Black Belts to go beyond basic flow charting, Pareto analysis or run charts.
    I have saved your suggestions and will review them against my basic training outlines.  Thanks again for your input.
    Houston

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    #87882

    Bob M.
    Participant

    Yellow belt training is usually aimed at:
    1. Process mapping fundamentals.
    2. Data collection.
    3. Dynamics and participation on GB/BB project teams.
    4. Teach basic SS terminology, skills, and statistics.
    That’s it. We don’t use our YB’s enough, and like everything else – use it or lose it. Initially train those YB’s you feel will help the most on projects and supporting the data collection systems.
     
     

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