Six Sigma Greenbelt Certification

The Lean methodology benefits the bottom line in many ways. It reduces inventory, thus saving working capital. It reduces handling, thus saving labor expense. It cuts storage costs and space requirements, and reduces lead time, thus helping sales and building revenue. The essential laws of Lean Six Sigma are the Laws of:
1. The Market - Fix critical quality problems first because the market rules.
2. Flexibility - Speed is a function of flexibility; which is maximized by working in small batches.
3. Focus - 20% of the activities cause 80% of the delays in any process.
4. Velocity - Velocity moves inversely to work-in-process and variations in supply and demand. Any company that suffers unpredictable quality variations must need Six Sigma, which works to create a quality-driven culture. Such a culture is marked by:

• Customer focus - This entails listening to what the customer wants, translating what the customer says into action steps, identifying "critical to quality" elements and defining failures to deliver as defects that must be solved.

• Financial performance - Before there was Six Sigma, there was Total Quality Management, which exhorted believers to pursue quality with the fervor of a revival preacher. Quality Management was a moral commitment. Six Sigma is nothing of the kind. Six Sigma is all about financial results. Six Sigma Black and Green Belt leaders must add between a quarter of a million and one million dollars to the bottom line each year. Engaged management - Engagement means more than lip service. Managers, even the most senior, must take an active role in Six Sigma.

• Commitment of time and manpower - Companies must commit between 1% and 3% of their workforce to Six Sigma. Champions and Black Belts are full time Six Sigma professionals, chosen precisely because they are the company's future leaders.

• Teams organized to achieve results - Six Sigma champions start by focusing on the financial performance goals delineated by the CEO. They translate these goals into operational terms, turn the details over to highly trained Six Sigma "Black Belts" and pursue the achievement of these goals as leaders of organized teams. The Six Sigma approach mobilizes every level of the corporation to deliver process improvement results.

Power By Thomas Edwards