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Yellow Belt Training

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Viewing 15 posts - 1 through 15 (of 15 total)
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  • #68776

    jacqui m
    Participant

    I am new to this field and would be very interested in some introductory training as well.  I think a ‘yellow’ belt is great idea and know many individuals that would be interested as well!

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    #68777

    Ronald
    Participant

    My organization does Six sigma training as part of the new hire process…we also do 1 day training for all associates…but please, lets not call it yellow belt, this just takes away from the credibility of six sigma as a whole.

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    #68780

    Swaggerty
    Participant

    One question:  Why?  What purpose does a “yellow belt” serve, something else to place on a resume?  Currently, many companies have intro courses simply to familiarize individuals.  But again, why call it anything other than what it is?  Someone who listens to 6-Sigma for 4 hours can hardly be expected to contribute.

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    #68786

    Jim Johnson
    Participant

    I think that you are wise to offer some type of overview to all of your employees, particularly those thay may be involved with projects in the future.  Whether you call this “yellow belt” or “pink pagado” shouldn’t really matter. 
    Maybe it makes more sense to call it Six Sigma Introduction or Team Member Training.
    Hope this helps
    Jim Johnson

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    #27848

    Anonymous
    Participant

    I am interested in knowing if anyone has instituted a “Yellow Belt” training.  This would be an approximately 4 hour session to all employees with inclusion in a new employee orientation program.

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    #68812

    Murray
    Participant

    Lee,
    I am intrigued. How does calling a 1 day training Yellow Belt take away from the credibility? If you are concerned about the hokey names what about Green / Black / Master Black / Senoir Master Black / Grand Poobah / Champion?

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    #80883

    John Gadberry
    Participant

    I am the Six Sigma Yellow Belt Trainer for my company and I can hardly believe what I’m reading. What purpose does a Yellow Belt serve? How can someone with Six Sigma training think that way? If process improvement is needed, who better to call on to find out what the process actually is than those intimately familiar with it. A Yellow Belt is trained how to map a process how it actually is, not how it should be. A Yellow Belt will identify all NVA steps within a process as well as identifying X’s & Y’s, and data collection points.  The roles and responsibilities of a Yellow Belt are not merely an overview of Six Sigma. A Yellow Belts involvement in a project is heavy in the Measure phase. They will assist in Analyze by collecting data for multi-vari studies, hypothesis, and ANOVA. In the Control phase they will implement the control plan, review SPC’s chart to make sure the changed process stays within control and make sure SOP’s are followed. These Yellow Belts now become the process owner of the improved process and are trained to maintain it. So if anyone says what’s the purpose of a Yellow Belt, maybe they should do an about-face and collect a little data on the subject before they come to a conclusion. One last thing, the training course normally takes 5 days to complete, but we have developed a course entitled Yellow Belt Lite which pertain to process mapping, NVA’s, X’s & Y’s, and data collection points. Our goal is to train each person within our company to be a belt, whether it’s Yellow, Green, or Black.

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    #80888

    Leung
    Participant

    So a Yellow Belt is essentially a Six Sigma project team member with some basic training on Six Sigma? This is a serious question, I’m just trying to get clarification on what people are referring to as Yellow Belts.
    Thanks.

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    #80890

    jtucci
    Participant

    John,
    Great post!  Our work involves getting those closest to the work engaged in process improvement and we are working with several compaines as part of their Six Sigma Deployment.  I would be very interested in scheduling a phone meeting with you purely for benchmarking purposes. 
    Send me an email at [email protected] if you are interested.

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    #80891

    John Gadberry
    Participant

    A Yellow Belt is someone trained to apply six sigma tools and methodologies to their process. I guess you can say their trained to use basic six sigma tools like process mapping, Pareto charts, fishbone diagrams, XY matrix, FMEA’s, and assist with gage studies. More advance Yellow Belts are trained to interpret SPC charts.

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    #80892

    Erik L
    Participant

    John,
    Not to get into a philosophical debate here, but all of the attributes that you mention for your definition of “yellow belt” is what most businesses define as a “greeen belt”.  All of the businesses that I’ve been associated with, from a 6 sigma perspective, chose not to acknowledge this additional level of a belt.  However, most of my benchmarking has placed a yellow belt at an overview understanding of the methodology and a knowledge of key concepts and terminology.  It appears that this added level of belt works for your business and that should be all that matters.  There are no absolutes or panaceas here.  I think you can glean that from any discussion that is posted on this sight.  The only absolute is that each business has its own definition and ideas behind implementation.  
    Regards,
    Erik 

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    #80893

    Leung
    Participant

    John,
    Thanks for the clarification of YB at your company. I read Erik L’s post also, and agree that at my company that’s how they define Green Belts (not that your definition is wrong or anything, just different).
    How do you define the Green Belts at your company? All of the skills of a Yellow Belt but also run projects part time? Maybe that’s the differentiation between the two? I’m interested in your response.
    Ben

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    #80894

    Fontanilla
    Participant

    I have implemented yellow belt training in my organization.  The training consists of a single week and includes Ishakawa 7 QC tools, basic lean/5S, and team leadership skills.   Key metrics are yield, output, DPPM, and changeover time.  All of our production supervisors go through this training and use their new skills to work on issues that directly affect their operations.    The type of projects include work station standardization, set-up, line change over, PM, and basic process issues.  An engineer is always an advisor to the teams.  There have been many occurances where a yellow belt team will escalate an issue that requires black belt intervention such as designing an experiment around a proposed process or material change.
    My yellow belts have averaged 150 completed projects per year.  The key is to involve everyone in the improvement process.  The simple tools still solve 80% of the problems.  My black belt work on the other 20% of the problems and focus largely on DFSS, development, and NPI issues.
    I am in the problem solving business and business is good….
     

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    #80941

    John G.
    Participant

    Ben,
     Obviously the Yellow Belts roles & responsibilities haven’t been clearly defined as of yet. But this is what we do at our facility. A Yellow Belt doesn’t run any projects. Their main role is to provide a complete process map with as much information on it as possible. They map the process how it is, not how it should be. This map is used for Green & Black belt projects. The YB is a team member of these projects and will assist in data collection along with running XY matrix and other tools. They can also lead others team member that are not familiar with six sigma.
     A nutshell definition of a Green Belt is this. They run projects that fall within their professional realm. The timeframe for a GB project is 120 days spending X amount of days is each phase of MAIC and is required to save X amount of dollars. Whereas the Black Belts project doesn’t have borders, it can sweep across the entire company and the savings is considerably more than a Green Belts. A BB will complete 2 maybe 3 projects annually.
     This is of course a very brief definition of the belts. I’m sure it varies from company-to-company but the bottom line is process improvement and isn’t that what we’re all after? I’m glad to see there’s interest in Yellow Belts. Who knows maybe Yellow Belts will one day be official accepted in the world of Six Sigma Belts. Ha ha.
    John

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    #80946

    Arthur
    Participant

    Dan,
    Impressive, training of 7QC tools, Basic lean, 5S, and team leadership skill in one week.  I would mind a peek at your training outline.
    I do have one query however,  if after this training, how do the new trainees implement  standardization, set-up, line change over, and PM.  It is my understanding that these skills are developed using Standardized Work Sheets, Standardized Work Charts, Production Capacity Sheets, Time Study sheets, and Kaizen sheets.  Is this also taught in the same week?

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