Page 62 - Six Sigma Demystified

Chapter 2 d e v e lo p i n g t h e t r a i n i n g a n d d e p loy m e n t p l a n 43

of the various tools. Perhaps most important, green belts learn how to function
effectively on a team. These team- building skills will ensure that the project
team stays focused and maintains momentum.
A suggested schedule for green belt training is shown in Table 2.4. Work-
shops are used, rather than detailed instruction, to demonstrate data- analysis
methods.
Green belts also can be certified using a simple evaluation of their KSAs rela-
tive to the training discussed earlier. Rather than having a detailed understand-
ing of the application of tools, green belts are required only to recognize the
need for such analysis. Being an active member of two or more Six Sigma proj-
ects generally is required to demonstrate successful application of the KSAs.
In some organizations, green belts are designated project leaders, responsible
for completing one to five projects per year. This is not a preferred approach
for the following reasons:

1. Green belt training does not include the full breadth or depth of the tech-
nical tools and techniques required to complete projects.
2. Green belts retain their operational duties, so they lack the time required
to devote themselves completely to a project.

TAblE 2.4 Suggested Training Schedule for green Belts

Day 1 Day 2 Day 3 Day 4 Day 5
Elements of Managing Data- collection Analyze- stage Improve- stage
successful Six projects workshop objectives objectives,
Sigma program including lean
deployment practices for
strategies error and
cycle- time
reduction
Project Teams and Process Value- stream Control- stage
definition change baseline and analysis, objectives,
management measurement including lean including
system tools standardizing
analysis on methods
workshop

Process Measure- stage Determining
definition objectives process drivers
workshop