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Yellow Belts

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  • #53239

    Tierradentro
    Participant

    I am curious on everyone’s experience with training Yellow Belts and their utilization.  In past experiences we have used as team members and in others just as a means to get everyone speaking the same language for total plant engagement.  Any thoughts or suggestions would be appreciated.  Thanks.

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    #189169

    Mikel
    Member

    Why do we need all the stupid titles?Train people in what they need to know to do their jobs and properly
    participate in teams.My god we make something really simple, really hard.Go fix something.

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    #189171

    Darth
    Participant

    John,You are to be commended on wanting to do widespread awareness training in your organization. It is also useful to go a little deeper into some basic tools for those who might serve on improvement teams. This will reduce some learning curve delays and improve project cycle time. As to whether you call them White or Yellow Belts is a business decision. It may confer some special designation making folks feel good and may be consistent if you already have similar designations for other Belts. So, if it works for you then do it.

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    #189176

    GB
    Participant

    I consider the awarding of belts below Green as redundant and non value-added.As Stan stated, Please just go fix something.You want to spread the knowledge and change the culture? Reward positive behaviors with cash-money.
    Reward by promoting those who make bottom-line changes using the skills, tools, etc…Now, more than ever, put up $$$ behind the incipient (sp?) sloganeering and cheerleading. You want to be a “six sigma” company? You want to reduce waste and increase profits? Than cough up some dougha nd promo’s for the few that step up to lead. The rest of that care, will follow suit. Reward them with cash money and promos when they step up. The rest of the sheeple…well, send them to slaughter. Where the hell is our next Bossidy? I don’t like Welch, but i liked his style of “get on the train, or get the &*^% outta my company” when it came to 6S.

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    #189181

    Darth
    Participant

    HBGB, that’s very simplistic in view.  Most companies today can’t just toss money at people.  In reality, improvement should be an integral part of one’s job not a big deal.  Should we pay somebody for perfect attendance?  Aren’t they expected to show up for work?  With today’s restrictions on compensation, especially in the public sector, a little recognition as a WB or GB is pretty cheap if it gets people to do what is needed and feel valued for it.

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    #189184

    UoCS
    Member

    We provide yellow belt training (aka white belt / LSS awareness / Skippity-dee-doo, etc) to 100% of our non-managers, but we use it more for change management purposes more so than just getting everybody speaking the same language.
    Our organization has gone through multiple cost-cutting initiatives that were created almost solely to reduce headcount under the guise of process improvement.  So naturally, people were extremely weary and skeptical when we began the LSS deployment.  So we use the yellow belt training to demonstrate our commitment to their professional development and reinforce the value they can contribute to the organization’s success.  We’re very direct when talking about the previous initiatives and how we’re focused on shifting resources away from NVA activities and towards VA activities – not reducing headcount.  We highlight how we use LSS tools to create organic growth to ensure that we all have jobs a year from now. 
    So for us, providing them with the basic skillsets they need to contribute to improvement projects is secondary to minimizing resistance to what we’re trying to accomplish. It’s been very successful at taking people who were actively hostile to our deployment and getting them involved in the processes. 
     

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    #189187

    Vallee
    Participant

    Have you defined how these trained people will be utilized? Are
    departments required to complete a project per yellow/white belt
    trained? If the answer is no to the first question or yes to the
    second question then stop and reevaluate. Projects should be established by company need, not training
    metric need. If you decide to train all so that a common language
    can be shared then do not expect all to work a project. Also
    understand that ROI may not come to fruition until late in the
    game and accept that.

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    #189189

    GB
    Participant

    Darth,
    It is simplistic, but it doesn’t mean it’s unobtaneable. You know this, working for a giganto like I do…The waste is epic and the culture doesn’t neccesarily tie waste/bureaucracy with their profit margin, nor do some defenders of the status quo want to change. They thrive in the margins and shadowy recesses. It’s so stupid…so wasteful. The things that are funded around here compared to what probably should be funded…it boggles the imagination. My simplistic approach is more than feasible here, given the large margins and cash flow in the B range. It’s a matter of will for these guys. Say a belt hits the bottom line for 20 million in genuine cost take out. Give him/her a small, but meaningful % of it and watch how many flock to the well. I experienced this for a short time back at another shop. It was really cool. idea fed idea, people were rewarded. people became confident and the culture changed dramatically. If THAT place could do it, my current shop certainly could.

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    #189191

    Valenti
    Participant

    If a BB saves 20 million dollars a whole bunch of people have been asleep at the switch for a very long time. Highly unlikely.

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    #189221

    GB
    Participant

    Freddy,
    My shop, like many other large corps, has had a fairly solid amount of 10-20 mill projects. When dealing w/ the Gov’t, high-dollar progress payments come into play. projects focused on meeting those milestones are numerous. Your statement concerning people being asleep is close, but the RCA indicates an entrenched, protectionist bureaucracy, as opposed to pure ineptitude. What’s worse: poor bottom line due to ineptitude, or poor bottom line due to purposeful inaction? You choose.

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    #189224

    Valenti
    Participant

    Good points hb, and the answer to your question is – it doesn’t matter – waste is waste regardless of its source or its cause.
    My point was – essentially – if millions are being wasted one shouldn’t have to follow a DMAIC process nor utilize some powerful statisitcs for analysis. Somebody is seriously deficient in performing their job.

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    #189293

    PWB
    Participant

    I agree 100%. What I see historically is the inept protect the inept…

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    #189334

    K K Vasekar
    Participant

     Dear,
    In my opinion , Yellow belt is just adequate to what your have tried, Even utilisation of Grren belts is not optimum unless Sponsor ensures review at least Once a month and does it on priority.Six Sigma is sfering with Middle Mangement DRIVEN Crisis and Top Mangement must ensure Sr Management is OFFICIALY asked to give Priority to review of Six sigma and Give the time .
    Either DO it rigoroulsly or Forget it -That is my Way of looking at Six Sigma. Thanks.

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