Concepts for Green Belt Coaching

The type of coaching provided to employees may differ from organization to organization, but the most common type is Green Belt coaching that caters to employees at the lower level of the organizational hierarchy. These employees may not be a part of the organization's decision-making machinery, but since they are the people who actually carry out Six Sigma implementations, it becomes necessary for the management to provide the proper coaching to them before actually starting the implementation process.

Common Problems Associated With Green Belt Coaching

Green Belt coaching may just involve the basics of Six Sigma, but the problem is that in most organizations, employees are already busy with their routine jobs. As such, they find it difficult to reschedule their work duties for additional activities such as coaching. This problem is not limited to any particular type of organization, but statistical data reveals that it is more widespread in smaller organizations that often do not have additional manpower to share the workload when some employees are busy attending sessions.

Using the productive time of employees for conducting sessions is often not possible for these smaller organizations because they exist in a competitive marketplace and cannot afford to miss crucial deadlines that can directly affect their core business. Management can very well ask employees to extend their work hours, but that does not help much because it is hardly unlikely that the employees will lend their full cooperation and support if they feel that they are being overburdened.

Successful Green Belt Coaching

Organizations may have their own reasons for not being able to conduct it effectively, but since coaching is something that can never be completely done away with, organizations need to devise effective plans that will help in getting the desired results. For example, if employees are feeling overburdened due to extended work hours, management can plan out an incentive plan to keep employees motivated.

Green Belt coaching requires employees to pass a test, after which they are officially referred to as Green Belts. The incentive plan can be based on their performance on the test, with the biggest incentives going to the team or department having the maximum number of successful candidates. Individual incentive plans may also be launched, but team-incentive plans are generally preferred because they increase rapport and cooperation between team members, something that is necessary for the successful implementation of all Six Sigma projects.

To ensure the best success rate, top management and project sponsors should lend their support and guidance to the employees all throughout the Green Belt coaching period. They should make themselves available in order to resolve employee problems or issues that they might be facing due to the ongoing coaching. It is only when all these factors have been considered, that an organization can hope to get the best results.

By Tony Jacowski
Article Source: http://www.articlesbase.com/management-articles/concepts-for-green-belt-coaching-303291.html

Things A Six Sigma Green Belt Should Know

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.

Power By Tony Jacowski

Six Sigma Green Belts - The Most Cost-Effective Alternative

Each year, businesses pay thousands of dollars in hiring the services of Black Belts without ever considering the possibility that implementations can be carried out just as effectively without the help of Black Belts. They do not realize that if they plan properly and provide Green Belt training to existing employees, they will never again need the services of a Black Belt.

Changing Trends

A lot has changed in the last few years, and businesses are slowly but certainly starting to live in this new possibility. Of late, businesses that have provided Green Belt training to existing employees have reported phenomenal success with Six Sigma implementation projects, something that validates the effectiveness of this new concept. These businesses have also reported a substantial reduction in the overall project implementation costs, the reason being that they no longer have to pay the high fee demanded by Six Sigma Black Belts.

Using this new concept is beneficial for all types of organizations, but it is the small and medium sized enterprises that stand to gain the most - because they are the ones who often complain about the lack adequate funds and resources, and as such find it very difficult to hire the costly services of Black Belts.

Green Belt Training

To become a certified Green Belt, every individual has to pass the certification exam, irrespective of whether the individual is an employee or a person aspiring to make a career as a Six Sigma professional. Since it is highly unlikely that the employees will be able to clear the certification exam with ease, it is necessary for the organization to provide the necessary training and guidance to the employees.

For better results, management can create different groups, with each individual group composed of employees having similar levels of proficiency in topics related to Six Sigma. Employees who display the lowest levels of proficiency should be made aware of all the basics involved such as:

• Probability concepts

• Factorials

• Permutations and combinations

• Dispersion

• Regression analysis

• Linear and non-linear analysis

• QFD Matrix (Quality Function Deployment)

• Central tendency

• Cost scheduling

• Quantitative trend analysis

A thorough understanding of all these topics will make it easier for these employees to pass the certification exam. However, just passing the exam will not be enough, because the main aim is to eliminate the need for Black Belts who have much more knowledge and expertise regarding Six Sigma project implementations. As such, the organization should also provide additional training, which may cover topics such as:

• Control Charts

• Defect Measurement Matrices

• Pareto Diagram

• Process Mapping

• Root-Cause Analysis

• Statistical Process Control

• Fishbone diagram

• Ishikawa diagram

• Design of experiments (DOE)

• Failure mode and effects analysis (FMEA)

• Process flow diagram and gage repeatability

• Reproducibility (R&R) studies

This level of expertise is usually the domain of Black Belts and it is only when the Green Belts develop the required level of proficiency in these areas, will the organization be able to achieve the desired objective (i.e. eliminate the dependence on Black Belts).

Power By Tony Jacowski

Road Map For Six Sigma Trained Green Belts

Green Belts are those employees of the organization who undertake various Six Sigma activities part-time, under the guidance of the Black Belts and work towards achieving the objectives and goals.

The Six Sigma trained Green Belts undertake short projects that do not require extensive training. Some organizations are now training the Green Belts for two to three years before they consider hiring Black Belts.

This helps them save a lot of time, training and investment on Black Belts.

Road Map for Green Belts

Green Belts are change agents who carry out the Six Sigma duties along with their regular responsibilities. Typically, they would be putting in up to 5% of their time into Six Sigma activities. The Black Belts undertake projects which are cross- functional in nature. However, the Green Belts would be handling small projects in particular process level.

These projects are short and relevant for the process in consideration. However small, they have a tremendous impact on the enterprise. Thus, minor problem areas and waste are sorted out at a quick pace. The Black Belts usually assist with multiple projects being handled by Green Belts.

Organizations that do not have experienced Black Belts to handle bigger projects have to build a roadmap to tackle certain issues. In such cases, the Green Belts can be very valuable. They have to review the processes and figures related to the process and use this information to improve the satisfaction level of the customers.

They also have to undertake the roles of Six Sigma project originators and leaders, displaying exemplary skills in local process areas.

Training and Skills of Six Sigma Green Belts

Six Sigma training involves using the DMAIC model to get the desired results. The Green Belts need to understand the processes, the constraints involved and create a road map for improvement of such areas. They must also be able to learn the usage and the creation of the process behavior charts.

Another tool that they can utilize is QFD (Quality function Deployment), which enables them to understand in-depth customer requirements. The reduction in defects ensures that there is minimum wastage as well as improved customer satisfaction. The Green Belts should be able to approach the customers to understand their needs and the quality they expect.

Green Belts have to utilize the DMAIC model as a problem solving measure, for which they are well-trained. They should also be aware of control charts, which allow them to monitor and control process progress. With a communication plan in hand that is reviewed regularly, they can ensure the success of the project.

Many organizations require most of their employees to undertake Six Sigma training. This makes it possible to handle projects with low resistance.

The Green Belts have to undergo five days of classroom training. The training covers all the basic Six Sigma tools and concepts, project management, descriptive data analysis and quality control tools. The role of the Green Belts is critical to the success of any Six Sigma project. A proper road map for Green Belts is just as relevant as a roadmap for the entire Six Sigma project.

Power By Tony Jacowski