Lean Six Sigma Yellow Belt Course

• Bachelor in Any Stream

• Become a confident member of Six Sigma team in your organisation

• This course will help you in improving your problem solving skills.

• Able to help the improvement team in data collection, problem identification or any other way.

• Cultivate abilities to present the data logical way and converting them in quantification

• It would help to nurture you managerial and leadership ability

• Get CSSC,USA Certified Certificate of Completion

You may argue that many of these points are straightforward, self-evident, and merely common sense. That's true. Unfortunately, in a world where we're often asked to deliver multiple incremental improvement projects and efficiency gains, these valuable tips are often forgotten. 

Process improvement is often treated as an optional nice-to-have in organizations where it is only given lip service. Consequently, the desperate attempt to keep continuous improvement on the corporate agenda often overshadows systematic and thoughtful ways forward for those directly responsible for CI initiatives.

1. Everybody has a customer and everyone is a customer

Never forget that you are also a customer, even if you have customers. A successful project requires you to be upfront about what you need from your sponsor, colleagues, process owners, related departments, or other suppliers. Be sure to let them know when you need their help. You should communicate these needs clearly and explain the consequences of any failures on your project and the organization. By doing this, those who are crucial to your success can't adopt a 'no impact, no problem' mentality. 

Last but not least, prepare a contingency plan just in case. 

2. Be on the lookout for improvement opportunities

Although you won't always work on strategy-changing projects, you'll usually be able to make small improvements everywhere. Long-term, you will see a significantly more capable process by routinely making small improvements. A small improvement can have a big impact. 

There will always be a better way to do things thanks to advances in technology, best practices, and changing customer needs. Be on the lookout for these opportunities and encourage others to do the same. 

3. People are busy and effort requires a reason

A good reason will motivate someone to go the extra mile. Basically, you have to determine exactly what you want and when you want it, and match these with the reasons why you want it and the effect it will have on stakeholders (including those you are canvassing for support).

Your colleagues won't join you on the trip and definitely won't help share the load if they don't understand the benefits of the destination you're seeking. 

4. Change requires both hearts and minds.

Even great ideas need to be sold and sold again in a world of competing projects and depleting resources. You should always keep your stakeholders in mind and continuously explain why your idea appeals to them in particular. 

Put your stakeholder strategy together in a way to fall within the 20% of activities that will be perceived as having the most impact in accordance with Pareto's Law. It shouldn't be filed with the majority of change projects that won't be implemented. 

5.  Complex analyses require simple conclusions

Analysis is the journey, and conclusions are the destination. No matter how interesting your journey is, business stakeholders want to know the destination. Your conclusions will be more likely to be approved the simpler they are. Present our conclusions first and use your analysis to support them. Keep your communication priorities simple and in that order. 

6.  Get help from an advocate

Even the tough need support when the going gets tough. Implementing organizational change will be easier if you have powerful advocates on your side. In an ideal world, your advocates would include executives, senior management, project champions, sponsors, and opinion leaders at all levels. 

You should figure out why these potential advocates aren't on your side, and see what can be done to align their views with yours. Your goals will be achieved faster and you will have the right support from the beginning. Avoid future project stalls and minimize frustration by tackling this as early as possible. 

7.  It is admirable to be persistent up to a point, but not beyond

Make sure it's worth the effort and time - for you and your sponsor. As admirable as persistence is, it is crucial to success to know when to let it go and move on. To ensure long-term success, sometimes you will need to invest your passion in alternative projects, so stay flexible. 

8.  Communicate frequently and seek feedback whenever possible

It may seem obvious to communicate, but it's important that it's a two-way street. Sometimes, little or no feedback indicates agreement, but it could also mean your message did not reach the right level or has been overlooked. Often dismissed as too difficult or unacceptable, change is not easily accepted in organizations. 

You can adjust or postpone your ideas if you have to. Rather than unevaluated suggestions buried without trace, delayed plans that need to be modified are better.

9.  Perspectives are important, and yours is one of many

By ignoring your stakeholders' views, you will never understand their motivations. You are unlikely to affect change if you do not understand their motives. The context, experience, politics, priorities, targets, self-interests, misunderstandings, and the color of everyone's perspective should all be considered. Hidden agendas can often be found. 

Find out what matters to your stakeholders, explore their perspectives, and most importantly, show them that you care. If you ask, you will definitely get closer to the truth or their thoughts than if you don't. 

After you truly understand your stakeholders' perspectives, you can move forward with points four and six. 

10.  Don't just check boxes, but use improvement tools to add value

In Lean Six Sigma projects, it is important to use the right tool in your toolbox and not just use techniques for their own sake. Through trial and error, post-training experience, and demonstration of your grasp of techniques for Belt certification, you will learn how to use tools optimally. 

The quality and speed of progress you can achieve will be surprising once you select the right tools. The DMAIC methodology (Six Sigma) should only be used when necessary. The solution is blatantly obvious, so just do it. 

Improved projects and activities need to be robust, but this does not always require great complexity or deep analysis. The simpler the process, the better - and remember that over-processing is one of the seven deadly wastes of  Lean Six Sigma. 

To find out more about Lean Six Sigma and how to make your improvement projects a success via our course. Join Now