You Can be Great If You Really Want To

All of the “Belts” play various roles in the Six Sigma project. Green Belts and Black Belts are allowed to commence, expand and lead projects in their functional areas.

Project Implementation

Green Belts are those employees who are trained to implement Six Sigma projects under the guidance of the Black Belts to achieve the desired goals. They carry out these activities along with their regular responsibilities. Green Belts spend around 25-50% percent of their time involved in the Six Sigma projects. They are aware of all the important activities that they have to carry out.

They should be able to explain the importance of the y=f(x) formula to the business and the processes. They are trained in the various tools needed to carry out the data collection and for validating the measurement system. They are also well-trained on DMAIC methodology and statistics.

The Black Belt coach imparts detailed instructions on the statistics and creation of histograms and pareto diagrams. This experience is valuable, and their prowess with Six Sigma methods helps them in getting promotions and incentives within the organization.

Upper management also reviews the Six Sigma Green Belts’ projects and provides the necessary feedback on developments and shortfalls in the project path.

Monitor Project Progress

Six Sigma Green Belts are selected by the management team to receive either Six Sigma online or classroom training, or a combination of both on Six Sigma methods, tools and techniques. However, the Six Sigma training they receive on these tools is generally less than what Black Belts receive. The Black Belts carry out cross-functional responsibilities.

Green Belts carry out the project for their own areas of operations. Each company has its own set of Six Sigma certification requirements, which may include the completion of Six Sigma online training, written or online exams and completion of a project. Green Belts may be given incentives by companies to complete a project or even Six Sigma certification.

However, another company most likely will not recognize the certification of one company. Some companies require one project to be carried out to maintain the certifications. They need to carry out meetings with Black Belt coaches to review the project progress and seek improvements.

Understanding Benefits

With the Green Belts training, they are able to understand the benefits and gains out of the project success. They understand the relevance of the project to make the processes easier and the overall effect of it on the team and the organization as a whole.

Timely completion of the Six Sigma project is necessary before the tollgate review. Green Belts have to plan properly and stay in control of the progress of the project. The project should be strictly based on data; if Green Belt has no knowledge of finance, the Green Belt project will give them an opportunity to learn it, know about the issues faced by management, and to quantify the benefits.

Carry Out Tests

Six Sigma Green Belts know that tools exist, though they may not be using them. They will be able to calculate the average and standard deviation from the set standards of the various metrics; however, they are business professionals and not quality controllers. They will be able to carry out statistical tests using software such as Minitab and JMP.

Green Belts should be aware of the importance of preparing the Fishbone diagram to understand the basis of process defects. They will be able to help their bosses and co-workers by preventing defects. This will also help them in winning support for the Six Sigma project. Green Belts should be able to form a base for change with less resistance from co-workers, if they have shown visible improvements in the processes and the output.

Green Belts should start their projects only after top management commits to the necessary resources for improvement. They should share information with others above them, their co-workers and others who have a stake in the growth of the company.

These are a few things that the Green Belts should know. The list, though, goes on and on.

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If you wish for a dramatic improvement in your business, what can be your best course of action? Perhaps, it would be moving towards a streamlined process that is based on a precise understanding of customers’ needs and eliminating defects in the existing processes. Six Sigma is one such tool that helps you embark upon a process to achieve or exceed such objectives.

Six Sigma offers your organization a significant benefit and a positive impact on the organization. It primarily helps to improve the processes of production and service and business processes so as to exceed the expectations of the customer. The main reasons for obtaining Six Sigma certification are firstly to display proficiency in the Six Sigma Body of Knowledge, secondly to increase the desirability by employers, and lastly to increase your productivity and salary.

Six Sigma Green Belt course trains a person to lead small project teams. It equips the person undertaking the Six Sigma Green Belt course to use basic problem solving tools, DMAIC, and aspects of DOE and SPC at the basic level. The key responsibility of a ‘Green Belt’ includes data collection along with analysis of action items.

A Green Belt workshop training generally lasts one to two weeks as compared to a black belt training, which can extend up to four weeks. The main function of Green Belts is to successfully deploy the basic Six Sigma techniques and also guide small scale improvement projects.

The Green Belts can also help in gathering data as well as performing experiments in support of Black Belt projects. A six sigma black belt trainee is trained in team building activities and in the statistical tools in more detail. The Six Sigma problem solving methods along with statistical tools help to contribute largely in an organization’s success. Six Sigma statistical methods can be successfully applied to healthcare, finance, manufacturing, government, or any other type of service or product based industry. The trainees can employ various methods for business process improvements, such as:

• Learning the Six Sigma metrics

• Integrating the lean manufacturing method with other improvement methods

• Applying the DMAIC improvement process

• Choosing successful Six Sigma teams and projects

• Execution and planning of projects

• Increasing the profitability of the organization through Six Sigma projects

• Selecting the right statistical tools

• Reducing the variation and defects

Qi2 has a computer based Training and Online Certification Program based on the Body of Knowledge formed by American Society for Quality (ASQ). The Green Belt Six Sigma training under this program offers two modules, with a two week onsite workshop or a computer based training program. Each module ends with a test, the answers of which are emailed by the candidate to the course author and instructor. We grade the results and offer answers and explanations by the turnaround email. Visit the site www.sixsigma-qi2.com and get more information about the courses offered by the company.

In the Eaton Leadership Development Program, participants rotate across multiple Business Groups and/or functional areas to learn about leadership at Eaton. Students seeking to build a career within one specific Eaton Business Group, or at a particular geographic location (not a rotational program), also build great careers at Eaton through Direct Hire placements and Business Group-Specific Leadership Programs. Search for Jobs Online Life-long learning is a core element of Eatons values and philosophies. ELDP participants live it through learning opportunities that are both structured and spontaneous, formal and informal. Participants work with their Program Manager to develop an assignment plan that meets their personal development needs and career goals, while also adding value to the business. On-the-job, hands-on experience is supplemented with individual development plans and leadership conferences. ELDP participants spend 2-3 years rotating through assignments that range from 6 to 18 months, depending on the specific focus area, and participant developments goals. Support for ELDP programs participants comes from throughout the organization, and participants have multiple avenues for getting information, assistance and ongoing support for their development.