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Six-Sigma

Six Sigma
Green Belt
Certification Program

Student Objectives
To understand data-driven
management processes for
identifying a problems root
cause and to provide students
with a real-world project
involving business processes
and problem solving.

Process
Situation Appraisal
and Problem Analysis.

Client Objectives
To demystify the Six Sigma
methodology and its
applications; to evaluate Six
Sigmas usefulness in terms of
its implementation,
supervision, and maintenance
costs versus its costs savings
through product quality,
employee morale, and profits;
to evaluate the members of the
team as potential employees at
graduation.

Knowledge
Production management,
operations management,
statistical process control,
and strategic management.

Behavior
Build and manage teams,
coach, motivate and inspire
others, listen, question,
evaluate, and persuade;
cooperate and collaborate,
developing and using multiple
sources for receiving and
sharing information,
incorporate accountability and
responsibility, define new
strategies and solutions;
translate specialized
information into effective
communication; lead and
manage change.

The Six Sigma


Methodology

Literally speaking, the 18th


letter of the Greek alphabet,
sigma ", is the symbol for
statistical standard deviation. It is a
measure of variance. The goal of Six
Sigma is to reduce process variation so
there are no more than six standard
deviations (that is, Six Sigma) between
the process mean and the nearest
specification limit. When a process is
operating at Six Sigma, no more
than 3.4 defects per million
opportunities are
produced.

The CIMBA Six Sigma Projects

Six Sigma Roles and Responsibilities


Champion

Middle- or senior-level executive within a client company


who sponsors a specific Six Sigma project, ensuring that resources are available.

Master Black Belt

Highly experienced and successful Black Belt who has managed several projects and is an expert in
Six Sigma methodology. Main responsibilities include training and mentoring Black Belts and Green Belts;
selecting and prioritizing projects; and, maintaining integrity of the projects.

Black Belt

Core agents for change within a Six Sigma client company. Experts and leaders of the Six Sigma approach.
Responsible for measuring, analyzing, improving and controlling key processes that influence customer satisfaction
and/or productivity growth. Certification requires both four to five weeks of intensive classroom training in
Six Sigma methodology, statistical tools, and team skills, and significant project experience.

Green Belt

Lead basic project work and provide support to Black Belts on larger projects. Ideally, every management
level employee within a Six Sigma client company is a Green Belt. Certification requires both
intensive classroom training in Six Sigma methodology and statistical tools, and the completion
of a directly supervised Six Sigma project.

Yellow Belt

Have Green Belt classroom training but do not have supervised project experience. Support Green and Black Belts,
assist in analyzing data, and participate in problem-solving sessions but do not lead projects.

Orange Belt

Receive limited classroom training (typically one to two days) that provides them with Six Sigma team member
and support skills. Gather data, participate in process mapping, and work in follow-on projects to sustain
the gains resulting from Six Sigma Projects.

White Belt

Have a general awareness of Six Sigma (through no formal training) and typically bring relevant experience
or expertise to a particular project.

Development Phase
October

The client company and a CIMBA Six Sigma "Black Belt" identify
a problem process within the company and an improvement opportunity.

Definition Phase
December

The process is assigned to an MBA "Green Belt" team which transforms the improvement
opportunity into a clearly defined Six Sigma Project with metrics, objectives, and a timeline.

Measurement Phase
January

The MBA team focuses on determining and then measuring the relationship
between the key input and output variables of the process.

Analyze Phase
March

Using Kepner Tregoe-CIMBA problem solving technologies along with inferential


statistical analysis, the MBA team determines the root cause of the process problem.

Control Phase
April

The MBA team presents to the client company solutions identified for implementation,
and suggests controls for the continued proper operation of the process.

Follow-On Phase
The client company is encouraged to track the results and benefits from the project.

The MBA Six Sigma


Green Belt Certificate

Six Sigma process improvment projects

E
T

Automotive

INDUSTRY

Health Care
Consumer
Packaged
Goods
Construction

Apparel

Furniture
Tourism

C
E

C
E
E
E

Information
Systems

Purchasing

Customer
service

Scheduling

Cycle time

Manufactuning

Quality

Inventory

Efficiency

Accounting

FUNCTIONAL AREA

Timeliness

Sales

T
E
Q
C

Q
C
C
T

T
C

C
T

T
E

Follow-On Six Sigma Projects


Contact Us

CIMBA
Via Collegio, 40
31011 Asolo (TV) Italy
Tel. +39 0423 951090
Fax +39 0423 951104
E-mail: info@cimba.it
Web: www.cimba.it
Consortium of Universities
1300 Sunnyside Ave, 124
Lawrence, Kansas 66045 USA
Tel. + 1 785 864 7576
Fax + 1 785 864 7606
E-mail: ItalyCIMBA@ku.edu
Web: www.business.ku.edu/Italy
CIMBA SLOVENIA
Tivolska cesta 48, EuroCenter
1000 Ljubljana, Slovenia
Tel: +386 1 230 78 20
E-mail: mba@cimba.net
Web: www.cimba.net

CIMBA

via Collegio, 40 - 31011 - Asolo (TV) - Italia


tel. +39 0423 951090 - fax +39 0423 951104
www.cimba.it - info@cimba.it