The Green Belt requires candidates to demonstrate a skill set which includes starting and completing projects and using a data-based approach to solving practical problems. A list of these skills is outlined below:
- Interest in Six Sigma - Interest in process improvement initiatives is critical. Voluntary participation in the program and demonstration of quality consciousness in previous work experience are indicators for this criterion.
- Passion - Excitement about being part of the Six Sigma culture change is essential. Passion brings the required dedication level.
- Process orientation - A focus on the complete process instead of viewing things in isolation is important. Green Belts must visualize how different parameters and resources interact with each other to give a desired output.
- Process knowledge - Knowledge of the organization impacted by the project is especially important. Green Belt projects typically focus on localized improvements. Without sufficient knowledge about the organization, the Green Belt will find it difficult to complete the project as well as gain acceptance from those who are involved in the process day to day.
- Ability to spend required time - The time Green Belts are required to spend on a Six Sigma project is typically anywhere from 30 percent to 50 percent of their total hours. If a Green Belt is responsible for service support, a key processing function or another critical project, the Six Sigma training and project quickly become lower priorities. Selected candidates are expected to do justice to the Six Sigma activities.
- Zeal to learn - During Six Sigma training, the Green Belt is taught many new tools and techniques. To gain confidence in using the methodology and tools, the Green Belt is required to practice the tools not only during training but also beyond training hours with live examples.
- Inclination toward data analysis - Six Sigma is a data-based methodology using statistical calculations and techniques. Candidates are not required to have formal education in mathematics or statistics but an interest in mathematical analysis is desirable.
- Customer orientation - Six Sigma is all about consistently meeting customer expectations. A Green Belt with little or no customer experience is less likely to appreciate this aspect of Six Sigma.
Main Difference between DMAIC Six Sigma and Lean Six Sigma are:
- DMAIC focuses on defects and improving quality, while Lean focuses on speed and waste. The danger of implementing Lean without considering DMAIC first, is you will speed up processes, but the defects will still be there.
- Perhaps a good example is the recent problem a well-known car brand had with sticking accelerators, resulting in a recall of over 50000 vehicles with questions over their famous reliability. They have become masters of the Lean concepts, but possibly not enough focus on defects?
DMAIC Green Belt Course - 2012
6 February – 10 February (Johannesburg) - Date NOT confirmed yet
27 February – 2 March (Johannesburg)
4 June – 8 June (Johannesburg)
11 June – 15 June (Johannesburg)
2 July – 6 July (Johannesburg)
23 July – 27 July (Johannesburg)
20 August – 24 August (Cape Town)
27 August – 31 August (Johannesburg)
10 September – 14 September (Johannesburg)
1 October – 5 October (Johannesburg)
5 November – 9 November (Cape Town)
12 November – 16 November (Johannesburg)
10 December – 14 December (Cape Town)
Click here for DMAIC Six Sigma Green Belt course outline
Click here for our Booking Form
Target audience: Middle managers and supervisors or those likely to be required to Facilitate Quality Circle activities
