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Posts Tagged ‘yellow belt’

Economically Delivering the Right Mix of Lean, Six Sigma and Business Process Management

January 17th, 2013 Comments off

The Right Mix

My colleagues and I have written about this subject from several angles I want to start bringing it togetter.  In my post On Demand Performance Improvement  and Lynn Monkelien’s, Senior Director of Enterprise Learning at the Apollo Group and SSQ guest blogger, post entitled Pull Learning in Business Process and Performance Improvement we discussed how to break the paradigm of training inefficiencies.  This was further supported in my white paper entitled On Demand Performance Improvemnt – Traditional Training Meets Social Media which is available on our website’s home page in the “spotlight” section.  Then my colleague, Eric Harris wrote Back to Basics where he introduced the various foundation aspects of Yellow Belt, Lean and Business Process Management.   Since then there have been numerous posts on each of these subjects.

Together we are all describing a new training paradigm that is emerging where with our clients we not only making better use of technology and social media standards but also of a contemporary and robust library of materials and broad capability of personnel to meet the contemporary needs of organizations.  Specifically, with so much pressure on costs and the limited availability of company personnel’s time, it’s not surprising that most companies are looking hard at how and what they delivery to their workforce.  The key is to define what is needed… nothing more and nothing less…in terms of both content and exposure.  And that is done by matching the depth of training to the problems the organization seeks to address and putting the information into the users hands in as many low cost forms as possible as close to the actual application as possible.

And here are some questions to ask when considering how to get the chosen information to the user:

* What sort of time is available from the targeted personnel? Can they spend a day in a classroom or is thier time limited to hours per day or per week? Will targeted candidates be in different locations or at one facility?

* Do you know exactly what thier problems require or will it evolve over time?

* Are they comfortable with technology and social media?

Overview of SIPOC & a 12-step process to build one

Here are some factors to consider when asking what training and coaching is needed:

* Are you addressing manufacturing, engineering or transactional processes?  In factories and laboratories where much of the improvement activity may focus on equipment, techniques such as Gauge R&R, Process Capability, Setup Reduction, Total Productive Maintenance and perhaps even Design of Experiments are invaluable.  But in transactional businesses, they can be substituted with more impactful subjects.

* Are you dealing with high-volume repetitive processes?  Much of the Lean training can be simplified and reduced if you are not.  Value Stream Mapping, for example, can be covered at a more general level.

* What is the objective and the environment?  Are you attempting to remove defects or reduce cycle time?  If you seek to reduce errors in a financial services company, the focus is on process analysis so Pareto Charts, Run Charts and the like, which are quick and easy to teach, become the focus.

The point is that you have choices.  You can follow a fairly standardized prescription for Lean Six Sigma training as described through the classic belt definitions or you can tailor your training to unique needs.  At the same time, you can perform standard instructor lead training or you can use various communication tools that leverage technologies and social media standards.

I have one note of caution –if you cut the content or instructor interaction too far, the price for the mistake doesn’t immediately show itself during the training.  Problems evidence themselves once the training is well underway or completed.  And the problems might be that projects get delayed, more coaching is needed to complete high value projects or certified candidates fail in follow-on projects.  The result is a general loss of confidence emerges for the whole process.  By the time you discover your mistake, the effort is deemed a failure.  We don’t say this to scare you into overbuying or overdesigning.  We believe the answer is to monitor the situation closely and maintain flexibility in both the training and support.  It is in this reaction time that modular content and flexible, technology enabled support tools and methods really make a difference.

If you would like to discuss this emerging model, contact me.

Trained Yellow Belts Think Differently…Ask Blue Eyes

December 30th, 2012 Comments off

Some folks think for themselves from the first day.  Frank Sinatra was one of them.  Others learn to think differently.  Yellow Belts are process owners and team members who have been taught to think differently.  We detail our highly popular Yellow Belt training on our website.  While it has been out for many years and reconstituted in many flavors, people remain genuinely interested in this foundation capability.

The Chairman of the Board

By way of history, we were the first to develop yellow belt training.  Six Sigma Qualtec is the renamed Florida Power & Light’s unregulated subsidiary Qualtec Quality Services.  Qualtec housed materials developed when FPL engineers studied under Deming and documented their work.  Qualtec was spun off and acquired Six Sigma training materials and client lists.  The renamed company developed Yellow Belt from the Deming based materials as a foundation for process owners and members that were part of Six Sigma teams and who were left to manage a process after any improvements were implemented.

Like any classic, the concepts embedded in Yellow Belt  remain the foundation for any process improvement program.   In fact, we have posted how companies remain devoted to the basics of Operational Excellence methodologies.  This devotion to the basics continues to deliver results to a broad base of the organization.

Yellow belt is a distinct and valuable skillset.  But a lot of people don’t have a good feel for exactly what a yellow belt does and how it can benefit the organization.  So, I’m going to provide some thoughts here and on some subsequent posts.

As a disclaimer, since we launched Yellow Belt, just like with Black and Green Belts, there have been many others that followed such that there is really no standard out there for a Yellow Belt.   So this description is addressing  Six Sigma Qualtec’s definition of a Yellow Belt.   Yellow Belts really should think and act differently after training so, let’s first talk about what yellow belts should be thinking about after training:

  • Analyzing real data to drive business decisions, analyzing root cause to drive implementation of the right solutions, and understanding that CI (Lean, Six Sigma, BPM, etc) is all about improving business performance in terms of voice of the customer.
  • Identifying and tracking the right metrics (primary, secondary, etc), really understanding process capability and process performance.
  • How to practically get and use data and a scientific approach to solve a problem?
  • Understanding what a problem is really costing the business, the real cost-of-poor-quality (COPQ)
  • Putting in the proper process control mechanisms to sustain improvements over time
  • The project selection and prioritization process of the company to assure that the right things are being targeted, things that will make an impact.

Download “Yellow Belts Play a Crucial Role”

The Yellow Belt skillset is a foundation set of quality improvement and process control tools.  It is something that can be applied anywhere in the organization and on any process to yield wide-ranging improvements.  It is one approach, and an effective one for many, to building a solid foundation for CI in their organization.

Contact me if you want more info or would like to discuss in more detail ….

Yellow Belts Can Help Sustain Your Gains

May 5th, 2011 1 comment

Over the past 20 years of experience, we’ve learned the key to sustaining performance improvement gains rests on process management.  This role is entrusted to a broad group of employees who are often the process owners and, when not the process owners, are still the most affected by large scale improvements.  Providing them the proper skills forms a critical component of a robust quality management system.

Some have dubbed this person and the required skills Yellow Belt but that term hasn’t done the role justice.  Yellow Belts are often thought of as data collectors or Black Belt assistants.  But a Yellow Belt’s ability to control and manage processes using metrics and data as well as solve problems using basic quality tools gives them far more impact.  Their power doesn’t come from their place in a tiered pecking order of Master Black Belt, Black Belt and Green Belt but in their numbers, demographics, foundational skills and role.

Download our executive that discusses how Yellow Belts play a crucial role in sustaining process improvement efforts

our executive brief that discusses how Yellow Belts play a crucial role in sustaining process improvement efforts

Yellow Belt training introduces the majority of individual contributors to the concepts of process improvement and management and their position in their organizations make a direct connection to improvement efforts.  Yellow Belt training can be fit to how people will be expected to operate.  If positioned to assist Black Belts, they have little need for project selection or analytical tools.  However, if Yellow Belts are expected to sustain gains long after Black Belts have left, a more complete set of tools is required.

Many organizations have active Operational Excellence programs that consistently execute projects through to implementation successfully.  But to make it stick, drive it wide and take care of low hanging fruit, they should look at process management which forms the core of Yellow Belt capability.  If you’d like to see the core concepts covered in Yellow Belt training, contact us or go to our website’s Yellow Belt webpage where you can download complimentary Yellow Belt training materials.