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Role of a Lean Six Sigma Master Black Belt

By on March 19, 2012 in Lean Six Sigma, Uncategorized

Role of a Lean Six Sigma Master Black Belt

  • Training, mentoring and coaching everyone in the organization who is involved in Six Sigma.
  • Raising the level of organizational competency with respect to Six Sigma.
  • Being the highest level of technical expertise regarding Six Sigma in the organization.
  • Developing and conducting training sessions.
  • Transferring lessons learned.
  • Assisting upper management to drive change.
  • Leading large and complex projects.
  • Fostering an organizational culture of continuous improvement.

 Who should attend?

      • The Six Sigma Master Black Belt program is intended for outstanding individuals who have the aptitude and desire to master the complexities of the training program and fulfill the role of the Master Black Belt.

Course Prerequisites

Candidates for the Lean Six Sigma Master Black Belt certificate must be previously certified as a Lean Six Sigma Black Belt prior to enrolling for this course, or must complete the Key Performance Lean Six Sigma Black Belt training program prior to enrolling in this course.  Candidates should have college level math skills and are required to utilize statistical analysis software.

Candidates must have been certified as a Black Belt for at least six months and must have completed at least two projects as a certified Black Belt prior to enrolling in the Master Black Belt program.

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Lean Six Sigma and the European economy long term.

By on March 7, 2012 in Lean Six Sigma, Uncategorized

Measurements for Lean Six Sigma project dealing with FTE’s; i.e. labour productivity is measured as real output per hour worked. Multifactor productivity, a broader measure of efficiency, is measured as real output per unit of combined inputs (capital, labour, etc). In essence, this is the efficiency of all or your factors of production.

Progress in productivity constitutes a significant source of increased standard of living. In the long run, increases in real hourly earnings are tied to productivity gains. The European economy has been able to produce more goods and services over time, not by requiring a proportional increase of resources such as labour, but by making production more efficient. The overall performance of any company, operating in any industry, is comprised of at least seven key criteria:

  • effectiveness
  • efficiency
  • innovation
  • productivity
  • profitability
  • quality
  • quality of work life
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Lean Six Sigma and the Baby Boomers

By on February 23, 2012 in Lean Six Sigma, Uncategorized

Europe’s population is aging. More and more workers, especially the Baby Boomers, are or will be approaching retirement age in the very near future. When this group of workers begins to leave the labour force, it will place great demands on the existing workforce and on the economy as a whole. Through Lean Six Sigma and Lean Transformation we might be more efficient with less resources. But how will we deal with the lesser knowledge and experience of the Baby Boomers?

Europeans relocating from other parts of the continent or immigration will not address the full shortage of workers in the European economy. In order to successfully meet the challenges of the demographic shift and the high demands of today’s employers, we need to tackle the labour issue from both the supply and demand sides of the equation.

It is important to understand that all companies compete in a global market place and, more often then not, are competing with companies with a greater cost advantage. To ensure European companies are able to sustain themselves, they must look at how they can improve operational efficiencies to maintain their competitive advantage.

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How to choose a good Lean Six Sigma project.

By on January 10, 2012 in Allgemein @de, General, General @fr, General @it, General @nl, General @pl, Uncategorized

Selecting and defining an Improvement project:
3 key questions

Question 1 – What is the problem that needs to be fixed?

What must be improved? (not how to improve it). Clear focus on the issue that is to be changed (not the solution).

Question 2 – Why is it important?

Why are you going to spend time and effort to improve the situation? Clear focus on the importance of this project.

Question 3 – How will I know when I have succeeded?

What can I measure that will show me I have finished the project? This measure should be a measure of ‘quality’, ‘waste’, ‘on-time’, ‘Euros’ or ‘customer satisfaction’. Clear focus on the ‘measurable benefits’.

Defining the problem, is the first step to take…
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