However, here are is minimum list of skills we think that a good Lean Six Sigma Green Belt should have – here they are in no particular order of importance:
|1||DMAIC||It’s a great process for managing an improvement. Understanding what’s required for each stage is essential knowledge|
|2||Problem Statements||Not understanding the problem is where many improvement projects fall over. All Green Belts should be able to write a great problem statement|
|3||Voice of the Customer||You should know what this is and understand at least one way to collect it|
|4||Critical to Quality||CTQ’s are essential for translating customer feedback into useable and useful critical quality needs|
|5||Cost of Poor Quality||Being able to recognise poor quality and calculate the cost/impact of this is very important|
|6||8 Wastes||Can’t imagine meeting a good Green Belt who couldn’t recite these forwards, backwards and sideways – along with relevant examples of each!|
|7||Value Stream Mapping & Process Mapping||Process maps are terrific for visualising a process – not all projects require these, but many do and you should know how to create them|
|8||Key Metrics||Metrics and measurements is a huge category of learning and one you expand on greatly as a Black Belt, but at the Green Belt level, you should have a good understanding of key metrics and their meanings and uses|
|9||Basic Charts & Analysis||Control Chart, Pareto, Histograms, Scatter Plots are all required knowledge|
|10||Failure Demand||Understand what this means and how to identify it and analyse it|
|11||Standard Deviation||About as complex as we’d expect at this level, but understanding what this is and how to use it to create control limits is important|
|12||Flow||Basic principles of flow, including understanding the positive and negative of batching vs single piece flow|
|13||Value Adding Analyses||All Lean Six sigma Green Belts should be able to articulate this concept, including the ability to be able to identify Non Value Added activity in a process|
|14||Root Cause Analysis||Cause and Effect diagram and/or 5 Whys are the minimum requirement here – this is to make sure they can get to the root cause of a problem and not just treat symptoms.|
|15||Error Proofing||Understand the concept of error proofing with practical examples of it in use|
|16||5S||Understand the 5 terms associated with this tool along with their meanings and how to implement effectively in the workplace|
|17||Visual Management||Visual Cards (Kanban), Signal Alerts (Andon) and Display Boards are one of the key techniques for making work visible|
|18||Control Plans||All good change projects should have a control plan. Often missing, but should never be missing and all Lean Six Sigma Green Belts should know how to execute an effective control plan|
|19||Systems Thinking||In this day and age, I think it’s important for a Lean Six Sigma Green Belt to be able to understand the concept of Systems Thinking and be able to identify where a system is responsible for creating waste and failure, rather than the issues with individual performance variation|
|20||Standard Operating Procedures||A staple of controlling and standardising performance – all Lean Six Sigma Green Belts should be able to create a decent SOP|
Our training uses active learning simulations (with Lego for extra awesomeness!) as well as group and individual exercises to embed the learning of all the above. We practice using these tools and techniques, so you’re not just left with the theory without a practical understanding of how to use it. We also ensure that you use as many of these tools and technique as appropriate when you complete your projects – further embedding the learning and practising.
Is there anything you don’t need to know?
Yes – Japanese terms for all the above! Does a Lean Six Sigma Green Belt need to be able to recite (and spell!) all the Japanese terms? Well, if you’re Japanese, then probably. For everyone else, nope. I can never remember what the 5 original Japanese words are for 5S. But I can implement 5S in an organisation blindfolded. Well, maybe not blindfolded. Wearing an eye-patch maybe. You get the idea.
In fact, we find the Japanese terms have a habit of making the work exclusive to people who know the terms – and that’s the last thing you want from improvement projects. You want to make the work inclusive, not exclusive. So use the language of your people!
So what do you think of our list? Is there anything on there that you think is unnecessary for a Lean Six Sigma Green Belt to know and understand?
I’m aware that this is not an exhaustive list of all Lean Six Sigma Tools and Techniques – but are there any other ‘must-haves’ missing from this list? Something you think is essential for a Lean Six Sigma Green Belt to know and understand?