Chapter 9: Training and Certification

Overview

Training is one of the essential items in any initiative. However, it must be prioritized depending on the goals of the organization, the boss's expectations and certainly on the return on investment (ROI). It also depends on the prerequisites of what is expected to be learned and on so many other conditions such as cost, governmental regulations, safety, etc.

Fundamentally, six sigma training and its objectives are quite different for each of the roles within the six sigma methodology. There are some training strategies, however, that apply in all cases and should be considered an essential part of the organization's strategic plan. If these strategies are not followed, success will be elusive. The components of the strategic training are:

• Goal setting and planning. When executives decide to follow the six sigma methodology, they should know how to set goals and how those goals are related to each other. In addition, part of the planning stage in the six sigma implementation process is to decide whether or not the training is going to be on a standard basis or an accelerated approach. Standard training of 16 to 20 days to produce a black belt and 8 to 10 days to produce a green belt has become common in the industry. However, more and more organizations are finding out that accelerated training can produce the same results. With the accelerated training there is an important assumption that relates to the shorter training time. The assumption is that the black or green belt candidate will have previous experience in the use of quality tools such as design of experiments, statistical and root-cause analysis, to help produce a well-developed resource.

• Basic business skills. Especially the executives and champions must be aware of the consequences of selecting projects and their ROI, so that smarter and more profitable decisions may be made.

• Adaptability. Especially for master black belts and black belts, cross-training is a way to build respect and understanding that results in a more productive environment. Adaptability enhances creativity and encourages outside-the-box thinking.

• Technical skills. To be sure, in any six sigma endeavor the need for both supportive and technical skills is necessary. The supportive skill (team dynamics, how to conduct meetings, conflict resolution, project management and others), as important as they are, are not the only ones needed. Technical skills are the engine for conducting analysis and come to a decision that is based on data. In other words, these skills are the unique requirements that will make or break the project. Without appropriate knowledge of what technological solutions are available and how you can use what is available, six sigma will not be reached.

• Problem-solving tools and skills. This is the component that most organizations committed to six sigma should emphasize, and ensure that all employees have a good understanding of critical thinking, root-cause analysis, and applied statistics. These skills can eliminate inertia when employees come upon obstacles that might paralyze less educated employees.

• Interpersonal skills. These are also known as communication skills. Speaking, listening and conflict management are the foundations of interpersonal skills and very important elements in the pursuit of the six sigma methodology.

• Ability and style of mental processing and external interaction. An effective training and development strategy without this component would be like conducting an orchestra without knowledge of which instruments the musicians play and how well they play them. It is imperative for executives and champions in the six sigma methodology to know their players (master black belts and black belts) so that they can help, not only in developing training, but also in making smarter choices in terms of project assignment.

Now that we have examined the strategic aspects of training in the six sigma environment, let us summarize some of the key ingredients that the training for each role requires.

Green belts. Their function is primarily dependent on others to acquire data. In order for them to fulfill their anticipated tasks, they must:

• Demonstrate competence on a portion of a larger project.

• Be competent at detailed and routine tasks.

• Show directed creativity and initiative.

• Be able to perform well under time and budget pressure.

• Be able to learn how "we" do things.

Black belts. Their function is based on the principle of contributing independently and applying the appropriate and applicable techniques in the process of resolving problems and issues in the organization. In order for them to fulfill their anticipated tasks, they must:

• Assume responsibility for definable projects.

• Rely less on supervision, work independently and produce significant results.

• Develop credibility and a positive reputation.

• Posses technical competence and ability.

• Build an internal network for problem resolution.

Master black belts. Their function is to motivate others so that they contribute. Their contribution in the six sigma process is to make sure that they contribute through others based on appropriate and applicable leadership. To fulfill their anticipated guidance and leadership qualities they must:

• Have technical breadth.

• Know how to stimulate others through ideas and knowledge.

• Be involved as a manager, mentor or idea leader in developing others.

• Represent the organization effectively to clients and external bodies.

• Build a strong network.

Executives and champions. Their function is to lead through vision. Their role in the six sigma process is to make sure that their contribution will shape the future of their organization, as well as facilitate and appropriate resources as required. Specifically, the executive team focuses on the overall vision whereas the champions focus on the strategy. To fulfill their responsibilities, however, both must:

• Provide direction to the organization.

• Exercise power to influence decisions or obtain resources.

• Represent the organization in critical strategic issues.

• Sponsor promising individuals to prepare them for leadership roles in the organization.

This is indeed an awesome responsibility! Because the responsibility is so great and the expectations are so high, especially for the executives and champions, there must be a provision in the training to address the change process. This material is needed so that the level of frustration, shock and defensiveness often associated with change is minimized, or even eliminated. Typical items of coverage should be:

• Understanding change and the reasons for change:

  • Directed and undirected change.

  • Characteristics of change.

  • External drivers of changes.

  • Internal drivers of changes.

  • The cycles of change.

• Planning for change:

  • Using teamwork as a structure for change.

  • Establishing roles and responsibilities.

  • Developing the change plan.

• Helping change occur and reinforcing new behaviors:

  • Establishing a sense of urgency.

  • Communication.

  • Reinforcing change using the reward and recognition system.

• Managing change:

  • Major change inhibitors.

  • Working through change.

  • Guiding principles for managing change.

  • Dealing with setbacks, slow-downs and uncertainty.

  • Tools for managing change.

• Documenting the business process:

  • Document the relationships between the mainstay and enabling processes.

  • Identify the process owners and metrics.

• Selecting projects that support the strategic goals and objectives of the organization:

  • Select six sigma projects that support the corporate objectives.

  • Identify the champion and black belts.

• Performing active as opposed to passive six sigma reviews:

  • Participate in the project reviews by asking questions and providing constructive feedback.

• Actively cultivate the six sigma culture:

  • Help in removing roadblocks.

  • Help in securing appropriate and applicable resources on time.

  • Manage the leverage of change.

  • Assess the commitment of each key executive and manager.

  • Provide enthusiasm and motivation about the six sigma methodology.

  • Provide hints and encouragement as to sustain six sigma progress.

• Take responsibility for implementing six sigma.

Now that we have understood the primary functions of each major role within the six sigma methodology, we have to decide what the specific elements of their training are, and how we should prioritize the training. Unfortunately "required" training is usually performed first only because it is required. However, even in the six sigma methodology we have to be very careful not to neglect training that is essential and beyond the basic requirements. For example, to train selected individuals in the six sigma process obviously is a requirement. On the other hand, it may also be a requirement to train those selected individuals in mistake-proofing, measurement system analysis, axiomatic designs, specific statistical methodologies and so on. Again, in a summary form let us examine the content of a typical training curriculum:

Green belt. Six sigma green belts work directly with six sigma black belts, the cross-functional project leaders, to carry out identified improvement projects. As such, green belts need to be able to implement all of the appropriate tools of six sigma and to lead independent local projects when necessary. Generally, this training is a five-day duration. This five-day training prepares the green belt to provide key support to six sigma breakthrough and process improvement projects by working with cross-functional teams to define and measure problems, analyze the root causes, implement improvements and establish control at new levels. Therefore, the training should include information about the following:

• What is six sigma?

• Green belts and black belts.

• Identifying opportunities for improvement.

• Working with an improvement team.

• Mapping the process.

• Removing speed bumps in the process.

• The dangers of variation.

• What is process capability?

• How to collect useful data using the five points of view.

• How to create useful data by making deliberate process changes.

• Getting ideas from simple pictures: tally sheets, trend charts and dot plots.

• Searching for root causes using distinctions and changes. (Note: make sure we are addressing actionable causes and not causes that force us to look at the molecular and or subatomic level.)

• Analyzing root causes using the cause and effect (C and E) matrix.

• How to verify a root cause.

• Developing an action plan using the C and E matrix.

• Selling the action plan.

• How to maintain the gain.

The sample content for a 10-day training program is shown in Figure 9.1.

WEEK ONE

Introduce six sigma concepts

Introduce project management concepts

Selecting a project

• Define: the key processes: ensure that processes are aligned and identified; define the cost of quality

• Measure: review concept of variation; SPC overview; significance of data; types of data; measuring cost of quality; rational sampling, measurement system analysis; process flowcharting of the as is process

• Analyze: focus on detailing the process (the micro-flow diagram); document every important process action; introduce the basic concepts of failure modes and effects analysis; performing a cause and effects analysis, selecting important cause and effects to analyze; an overview of applied statistical and DOE techniques.

Between week one and two, there is a break, so that the participants may work on their projects. Usually the break is between one and three weeks long.

WEEK TWO

Project reports and discussions (each participant briefly reports on the status of their project. Both positive and negative feedback is highly encouraged).

• Improve: understanding technical and behavioral solutions; mistake-proofing and error-proofing; procedures and work instructions; significance of continual training when needed; significance of leadership, management and employee constancy, as far as "the project" is concerned; developing the implementation plan; reducing the risk of problems in implementation; significance of formalizing management approval; managing the plan; cost/benefit analysis.

• Control: understanding process control; an overview of quality and business system structures; ongoing quality and management systems reviews

Figure 9.1: Sample training program for green belts

Black belt. The training for the black belt candidates is very intensive in quantitative and qualitative analytical skills, project management, group dynamics, team building, and change management. Generally, this training is a four-week long duration. This four-week training consists of one-week training segments, each separated by three weeks back at the site, during which time the trainees work on real-world projects, seeing first-hand how six sigma achieves breakthrough financial results and/or productivity gains. Specifically, the training of each week should cover the DMAIC model in a project format from beginning to end. Figure 9.2 shows a sample training program for black belts.

WEEK ONE

Prerequisite: each participant brings a selected project to work on during the training.

• Introductions, expectations, review of project selection

• Introduce the six sigma methodology

• Introduce the significance of the project

• Discuss the significance of the customer

• Introduce the DMAIC model

Define: the key as is process; understanding the key process in relation to inputs and outputs; recognition of the voice of the customer; introduce the concept of process-mapping and the difference/significance of macro/micro flow diagram; the value of procedures and work instructions; the value and main contributions of the team-concept and team-member participation; define cost of quality; introduce basic calculations, i.e., for cost of quality, defects per million, defects per million opportunities; identify the preliminary should be process; defining the project; establish a project charter.

Measure: variation; significance of data; types of data; rational sampling; measurement system analysis and evaluation; measuring cost of quality; strategy for developing data collection; statistical process control.

Therefore, in week one:

• Project: define an opportunity for improving your business; measure what you are doing now.

• Deliverable: real problems causing real pain are identified and prioritized.

Between each week there is a break, so that the participants may work on their projects. Usually the break is between three and four weeks long.

WEEK TWO

Project reports and discussions (each participant briefly reports on the status of their project).

• Analyze: process-mapping the process; the significance of the micro-flow diagram (document every important process action); how to determine the important from the significant. Analyzing the process (performing a process failure modes and effects analysis); analyzing product designs (performing a product failure modes and effects); performing a cause and effects analysis (selecting important cause and effects to analyze); introduction to simple applied statistics; introduction to reliability statistics; introduction to design of experiments (factorial, fractional factorial, location effects, variance effects, and yield effects, parameter design and tolerance design); developing a scientific verification plan

Therefore, in week two:

• Project: use the tools to analyze data and measurements and convert them to information leading to a solution.

• Deliverable: a plan of action and timeline is developed to solve a real problem.

WEEK THREE

Project reports and discussions (each participant briefly reports on the status of their project).

• Improve: defining technical solutions; understand the difference between technical and managing behavioral solutions; mistake-proofing and error-proofing; design for assembly/manufacturing; quality function deployment and other product/process design solution strategies; design for reliability; procedures and work instructions; ongoing employee training; leadership, management, and employee constancy; developing the implementation plan; reducing the risk of problems in implementation; formalizing management approval and managing the plan; cost and benefit analysis.

Therefore, in week three:

• Project: implement and deploy the improvements.

• Deliverable: improvement begins and measurable gains are realized.

WEEK FOUR

Project reports and discussions (each participant briefly reports on the status of their project).

• Control: understanding process control; planning for quality; quality and business system structures; ongoing quality and management systems reviews; quality system and six sigma audits; closing the project; how to keep six sigma alive and healthy in your organization; prepare for project closure.

Therefore, in week four:

• Project: use the techniques learned to control and continue the improvements.

• Deliverable: long-term results are maintained, producing ongoing, measurable savings.

Figure 9.2: Sample training program for black belts

Master black belt. The master black belt undergoes the same training as the black belt with an additional week to include the following:

• Extensive knowledge of the core business of the organization and enabling processes.

• Knowledge of tools that help in selection of a viable project.

• Knowledge about teams and how they operate.

• Methodology of how to acquire and verify customer needs.

• Extensive knowledge of process-mapping.

• Selling skills—especially as they relate to six sigma.

• Conflict resolution.

• Extensive statistical knowledge.

• Project management.

Sponsors (champions). The sponsors of six sigma undergo one week of training, which covers the following items:

• Knowledge of current culture.

• Vision as to where they want the organization to be.

• Project management skills.

• Risk management.

• Financial background-cost-related.

• Leadership skills.

Executives. Executives participate in a one- or two-day training session that includes the following topics:

• What is six sigma?

• What is new and different about six sigma?

• Enterprise CEOs driving six sigma.

• Ten times (order of magnitude) improvements.

• Integrated strategic plan.

• Key measures relative to business plan.

• Balanced customer requirements/business results.

• Process focused.

• Methods, tools and sequence to meet business plan.

• Full-time black belts.

• Coaches, mentors and champions.

• Senior executive process.

• The implementation steps to six sigma.