Primary Menu

Lean Six Sigma

Whether it concerns Six Sigma, Lean Manufacturing or Supply Chain issues, Lean Six Sigma is always the basic structure of our approach. Lean Six Sigma is a profitability improvement methodology focused on making decisions based on relevant information and evidence.

Lean Six Sigma is also a management style based on a structured dedicated project management organization. An objective of six sigma is to optimize processes and move product or service outputs permanently inside customer requirements.

In recent years, Six Sigma programs have become accepted as a way to make businesses effective and efficient. Several companies, including GE and AlliedSignal, saved billions of dollars with this approach, which led to increased profits.

Phases of the method

  • Define: Clarify targets, scope of the project and the activity plan, mapping current processes and determining what customers or segments of customers want
  • Measure: Collecting information on the process. Data logging, process scans and benchmarking is used
  • Analyze: Analysing processes and data and finding causes
  • Improve: Finding solutions like production adaptations, new process settings, service concepts and distribution concepts Well-known solutions, best practice and reference models are used
  • Control: Provide the organisation with measures to keep the improved process under control
  • Reinforce: Capitalise the improvement by ‘learning the lessons’ and establishing process re-assessment for continuous improvement.

Our Approach

Growing improvement competences and culture on a massive scale through training, qualification and coaching of Black Belts (BB) to engage all of your people in this drive for continual process improvement with a strong on Change Management.

Deploying one unified methodology, language and tool kit to promote integration and common ways of working with respect to performance improvement and to progressively reduce your dependence on external consultants.

This is about…

  • Deploying a unique  methodology and toolkit for sustainable performance Improvement
  • Developed beyond the Best of GE and Toyota, customised for you
  • Applicable to incremental and breakthrough Improvements
  • Applicable to processes in all function

It is not …

  • A copy of General Electric 6 Sigma
  • A copy of Toyota Lean
  • Only for Manufacturing
  • Only for Quality
  • Only for High Volume process

Change Management – Our Definition

  • Change Management is defined as the processes to take into account all human and social aspects of the change from the launch of the project to its end
  • It ensures the adequate involvement of the people concerned in the definition, communication and implementation of the new solution to secure “Buy-in”
  • It covers a range of activities tightly embedded with Project Management activities
  • Listen to the people concerned and continually communicate

Improvement – A holistic approach

The Lean Six Sigma Black Belt develops a specific set of skills and knowledge which need to be learned and practiced to support sustainable performance improvement. The programme includes ‘project management’ & ‘change management’ skills.

Training structure and contents

Session 1

Content Duration (days)
Project Reviews 0.5
Executive Belt introduction 0.5
Process Improvement Fundamentals 2.0
Change Management 0.25
Project Management 0.25
Fundamentals tool Kit (FMEA, 5S, error proofing and Green Belt exam) 1.0

Session 2

Content Duration (days)
Project Reviews 0.5
Customer and Business Value 0.5
Process Mapping and Metrics 0.75
Lead Time & Waste 1.25
Workshops/Teams/People Management 1.0

Session 3

Content Duration (days)
Project Reviews 0.5
Process Variation 1.0
Solution Generation 0.75
Implement and Control 1.0
Process Assessment 0.25
Materials Review 0.5

Coaching and Practice

Content Duration (days)
Project Reviews 0.5
Coaching and Practice (on location) 1.0
Black Belt Exam 0.5

Qualifications

LSS_qualifications

Executive Black Belt

This training gives a first overview of the Lean Six Sigma method, the advantages, the disadvantages and pitfalls. Participants are informed about the DMAIC method. The Executive Black Belt have the role of Champion.

At the end of the training the participant is able to:

  • roll down the companies objectives through Lean Six Sigma DMAIC
  • participate in Steering Committee meetings
  • ensure that the project teams have sufficient time to progress the project
  • monitor project benefits

Silver Belt

This training gives a first overview of the Lean Six Sigma method, the advantages, the required support and commitment on management level. Participants are informed about the DMAIC method.

The Silver Belt have the role of the project Sponsor.

At the end of the training the participant is able to:

  • sponsor Improvement Projects through Lean Six Sigma DMAIC
  • conduct regular project reviews
  • help the project managers by removing organisational obstacles
  • determine Business Cases for the project

Black Belt

This training has two components: a practical part and a theoretical part. For certification both parts are necessary. The practical part concerns successful realisation of a Lean Six Sigma Black Belt project. The theoretical part includes training, over a 5 months period.

During the course, besides the coaching, the participants are expected to study the material. After the training it is reviewed with 75 questions if the candidate has sufficiently proven knowledge of Lean Six Sigma.

At the end of the training the participant is able to:

  • lead teams in applying the Lean Six Sigma DMAIC
  • to prioritize improvements which has the largest impact
  • define project improvements
  • to measure input and output, to generate thereby important data
  • analyze data to define the cause of variation
  • improve the process to minimise variation
  • check the process to prevent repercussion and anchor improvements

Green Belt

This training has two components: a practical part and a theoretical part. For certification both parts are necessary. The practical part concerns successful supporting a Lean Six Sigma project. The theoretical part includes the necessary training. With an assessment of 25 questions it is reviewed if the candidate has sufficiently proven knowledge of Lean Six Sigma.

At the end of the training the participant is able to:

  • support teams in applying the Lean Six Sigma DMAIC
  • define project improvements
  • to measure input and output, to generate thereby important data
  • improve the process to minimise variation