Six-Sigma

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Six-SigmaCIMBAvia Collegio, 40 - 31011 - Asolo (TV) - Italiatel. +39 0423 951090 - fax +39 0423 951104www.cimba.it - [email protected]

Six SigmaGreen BeltCertification Program

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Client Objectives

Behavior

Student ObjectivesTo understand data-driven management processes for identifying a problem’s root cause and to provide students with a real-world project involving business processes and problem solving.

To demystify the Six Sigma methodology and its applications; to evaluate Six Sigma’s usefulness in terms of its implementation, supervision, and maintenance costs versus its costs savings through product quality, employee morale, and profits; to evaluate the members of the team as potential employees at graduation.

Production management, operations management, statistical process control,and strategic management.

Knowledge

Build and manage teams, coach, motivate and inspire others, listen, question, evaluate, and persuade; cooperate and collaborate, developing and using multiple sources for receiving and sharing information, incorporate accountability and responsibility, define new strategies and solutions; translate specialized information into effective communication; lead and manage change.

Situation Appraisaland Problem Analysis.

Process

Six SigmaGreen BeltCertification Program

��

Client Objectives

Behavior

Student ObjectivesTo understand data-driven management processes for identifying a problem’s root cause and to provide students with a real-world project involving business processes and problem solving.

To demystify the Six Sigma methodology and its applications; to evaluate Six Sigma’s usefulness in terms of its implementation, supervision, and maintenance costs versus its costs savings through product quality, employee morale, and profits; to evaluate the members of the team as potential employees at graduation.

Production management, operations management, statistical process control,and strategic management.

Knowledge

Build and manage teams, coach, motivate and inspire others, listen, question, evaluate, and persuade; cooperate and collaborate, developing and using multiple sources for receiving and sharing information, incorporate accountability and responsibility, define new strategies and solutions; translate specialized information into effective communication; lead and manage change.

Situation Appraisaland Problem Analysis.

Process

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The Six Sigma Methodology

Literally speaking, the 18th

letter of the Greek alphabet,

sigma “�", is the symbol for

statistical standard deviation. It is a

measure of variance. The goal of Six

Sigma is to reduce process variation so

there are no more than ± six standard

deviations (that is, Six Sigma) between

the process mean and the nearest

specification limit. When a process is

operating at Six Sigma, no more

than 3.4 “defects” per million

opportunities are

produced.

��

The Six Sigma Methodology

Literally speaking, the 18th

letter of the Greek alphabet,

sigma “�", is the symbol for

statistical standard deviation. It is a

measure of variance. The goal of Six

Sigma is to reduce process variation so

there are no more than ± six standard

deviations (that is, Six Sigma) between

the process mean and the nearest

specification limit. When a process is

operating at Six Sigma, no more

than 3.4 “defects” per million

opportunities are

produced.

��

The CIMBA Six Sigma Projects

Six Sigma Roles and Responsibilities

Champion Middle- or senior-level executive within a client company who sponsors a specific Six Sigma project, ensuring that resources are available.

Master Black Belt Highly experienced and successful Black Belt who has managed several projects and is an expert in Six Sigma methodology. Main responsibilities include training and mentoring Black Belts and Green Belts; selecting and prioritizing projects; and, maintaining integrity of the projects.

Black Belt Core agents for change within a Six Sigma client company. Experts and leaders of the Six Sigma approach. Responsible for measuring, analyzing, improving and controlling key processes that influence customer satisfaction and/or productivity growth. Certification requires both four to five weeks of intensive classroom training in Six Sigma methodology, statistical tools, and team skills, and significant project experience.

Green Belt Lead basic project work and provide support to Black Belts on larger projects. Ideally, every management level employee within a Six Sigma client company is a Green Belt. Certification requires both intensive classroom training in Six Sigma methodology and statistical tools, and the completion of a directly supervised Six Sigma project.

Yellow Belt Have Green Belt classroom training but do not have supervised project experience. Support Green and Black Belts, assist in analyzing data, and participate in problem-solving sessions but do not lead projects.

White Belt Have a general awareness of Six Sigma (through no formal training) and typically bring relevant experience or expertise to a particular project.

Orange Belt Receive limited classroom training (typically one to two days) that provides them with Six Sigma team member and support skills. Gather data, participate in process mapping, and work in follow-on projects to sustain the gains resulting from Six Sigma Projects.

December

Development Phase

October

January

The client company and a CIMBA Six Sigma "Black Belt" identify a problem process within the company and an improvement opportunity.

The process is assigned to an MBA "Green Belt" team which transforms the improvement opportunity into a clearly defined Six Sigma Project with metrics, objectives, and a timeline.

Definition Phase

The MBA team focuses on determining and then measuring the relationship between the key input and output variables of the process.

Measurement Phase

Analyze Phase

Using Kepner Tregoe-CIMBA problem solving technologies along with inferential statistical analysis, the MBA team determines the root cause of the process problem.

Control Phase

The MBA team presents to the client company solutions identified for implementation, and suggests controls for the continued proper operation of the process.

Follow-On Phase

The client company is encouraged to track the results and benefits from the project.

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The CIMBA Six Sigma Projects

Six Sigma Roles and Responsibilities

Champion Middle- or senior-level executive within a client company who sponsors a specific Six Sigma project, ensuring that resources are available.

Master Black Belt Highly experienced and successful Black Belt who has managed several projects and is an expert in Six Sigma methodology. Main responsibilities include training and mentoring Black Belts and Green Belts; selecting and prioritizing projects; and, maintaining integrity of the projects.

Black Belt Core agents for change within a Six Sigma client company. Experts and leaders of the Six Sigma approach. Responsible for measuring, analyzing, improving and controlling key processes that influence customer satisfaction and/or productivity growth. Certification requires both four to five weeks of intensive classroom training in Six Sigma methodology, statistical tools, and team skills, and significant project experience.

Green Belt Lead basic project work and provide support to Black Belts on larger projects. Ideally, every management level employee within a Six Sigma client company is a Green Belt. Certification requires both intensive classroom training in Six Sigma methodology and statistical tools, and the completion of a directly supervised Six Sigma project.

Yellow Belt Have Green Belt classroom training but do not have supervised project experience. Support Green and Black Belts, assist in analyzing data, and participate in problem-solving sessions but do not lead projects.

White Belt Have a general awareness of Six Sigma (through no formal training) and typically bring relevant experience or expertise to a particular project.

Orange Belt Receive limited classroom training (typically one to two days) that provides them with Six Sigma team member and support skills. Gather data, participate in process mapping, and work in follow-on projects to sustain the gains resulting from Six Sigma Projects.

December

Development Phase

October

January

The client company and a CIMBA Six Sigma "Black Belt" identify a problem process within the company and an improvement opportunity.

The process is assigned to an MBA "Green Belt" team which transforms the improvement opportunity into a clearly defined Six Sigma Project with metrics, objectives, and a timeline.

Definition Phase

The MBA team focuses on determining and then measuring the relationship between the key input and output variables of the process.

Measurement Phase

Analyze Phase

Using Kepner Tregoe-CIMBA problem solving technologies along with inferential statistical analysis, the MBA team determines the root cause of the process problem.

Control Phase

The MBA team presents to the client company solutions identified for implementation, and suggests controls for the continued proper operation of the process.

Follow-On Phase

The client company is encouraged to track the results and benefits from the project.

The MBA Six Sigma Green Belt Certificate

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Follow-On Six Sigma Projects

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Automotive

Health Care

ConsumerPackagedGoods

Construction

Apparel

Furniture

Tourism

edulin

Invento

E EE E

F U N C T I O N A L A R E A

Six Sigma process improvment projects

Timeliness

Efficiency

Quality

Cycle time