Six Sigma Training Courses | Open Public & In House Six Sigma Courses
Six Sigma is one of the most powerful methodologies used in the world to solve problems and improve processes. It has become a pre requisite for many companies when hiring new employees, and in companies such as GE, you must be trained to at least Green Belt level to advance in the company.
Since 1999 we have delivered Six Sigma Black Belt, Green Belt, Yellow Belt, Champion and Master Black Belt Training Coursesworldwide. We have consulted in 14 countries and delivered countless coaching sessions. Our Six Sigma projects, and those of the people we have trained and coached, have saved millions of pounds for companies.
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We are so effective as Six Sigma trainers, coaches and consultants, that we train and advise other consultancies and training companies on how to deliver and improve their performance.
We can help you, if:
- You want to be trained to any level in Six Sigma
- You need to be coached to help you certify or become more effective in Six Sigma
- You need advise in any aspect of Six Sigma
Six Sigma is a set of practices originally developed by Motorola, to systematically improve processes by eliminating defects. A defect is defined as nonconformity of a product or service to it's specifications (what the customer wants). In other words, every time you complete an activity you get exactly the same outcome (result), the same quality. For example, if you fill in a form, take an order, solve a customer issue, or make a part, no matter who does it the output is the same.
In short, Six Sigma means that we have no variation in anything we do. Everyone does things in the same way. The result is we get no surprises, improved quality and reduced costs. Top companies all over the world including Motorola, GE and Honeywell have made Six Sigma a way of life for their business. This however, requires commitment to the approach from top management down. If this is achieved, then implementation and acceptance is easier, and leads to massive savings. Motorola have made $17b savings up to 2006, using this approach, and billions more since then. Six Sigma ensures that everyone focuses on reducing variation in every aspect of the business, from filling in forms to making a part. All activities in a business of any kind can be measured, analyzed, improved and controlled and thus using some simple tools can give a reduction in variation leading to improved quality and costs.
Why do we want a reduction in variation? When we have the same output from a process or activity, we know what we are going to get, which makes the next step in the process easier and quicker to complete. It reduces the amount of time wasted completing a task, and it means that the quality of a part or process step is higher, reducing the need to rework or redo the activity. The simplest analogy is to think of golf and putting into the hole. If every time you took a putt you got the ball into the hole, think how good that process would be; now think how good your putting is. In business if every time a part was made it would be identical in every way to how it was meant to be - shape, form, look, feel; that would mean we would have no quality issues. If we were completing a form, and every time, every field was correct, easy to read, all data correct, all numbers correct, and it was the right form, think how quickly things would be done. Well that is what Six Sigma is all about, reducing the variation in everything you do.
The term "Six Sigma" refers to the ability of activities or processes, to produce output within specification. In particular, processes that operate with Six Sigma quality, produce at defect levels below 3.4 defects per (one) million opportunities (DMO). Six Sigma's implicit goal is to improve all processes to that level of quality, or better. That would mean that every one million times you did something, you would only make a mistake 3.4 times.
To achieve these improvements in variation, and therefore quality, improvements and cost reduction, Six Sigma uses an approach to solve problems (sources of variation), which is a standard methodology which everyone must use when solving problems. DMAIC, which was inspired by Deming's Plan-Do-Check-Act cycle, is a sequence, which if followed, will ensure that not only will the root causes be identified, but the best solution will be found then implemented into the organisation permanently, rather than for a short period before it goes back to how it was.
In order to use Six Sigma effectively, you must be educated in the tools and methodology that has been developed since Motorola first started using the approach. Firstly you must be trained in, or read about, how problems are solved in a Six Sigma world. We do this through following a process called DMAIC.
D – Define – write down your problem in a clear and easy to understand format. Then explain the scope and objectives of the problem. Identify which process or processes will be affected by the problem and understand how this process works. Then identify who the customers of the associated process are and who the key stakeholders who will need to engage in any change are. We then need to understand what the costs and benefits are likely to be for solving this problem. Lastly think about any risks associated with solving this problem. We then write this up in something called a project charter and ask the person who owns the problem we are going to solve to sign it off to say that you can spend time solving this problem as it will improve the company.
M – Measure – we now need to check if the how big or not the problem actually is. To do this we must collect data. As a result you need to understand ststics, what data is and how to collect it without bias. We also need to be able to display this data so that it can be understood by all and investigated in the next stage the analyse phase.
A – Analyse – we now want to review our data and identify the root causes of our problem. We use a number of tools to prove that the root causes we have identified are indeed the real root causes. As a result we need to be able to provide evidence that the root causes are the right ones. To do this we use special tools and techniques.
I – Improve – Now that we know the root causes and have the data to prove it we need to solve the problem once and for all. We need to generate lots of potential solutions and then pick the best ones. We test them first to see if they will work and then implement them to solve our problem. Once we are happy they are solved we then put in place steps to ensure they stick in the organisation.
C – Control – we train, educate and put in monitoring to ensure our solution is embedded into the organisation and doesn't come back.
Throughout the DMAIC process there are countless tools and techniques that anyone using Six Sigma must know. As a result you must obtain training in various tools and techniques. You must also learn about data and statistics as you will be using this throughout your Six Sigma projects.
Lastly you must learn some basic change management tools as each process you change or problem you solve will require you to change behaviours. As such you need to be able to convince people to do so.
Learning to be effective when using Six Sigma is not a straight forward task. This is why there are different levels of learning and application of the approach and tools.
There are typically 5 levels of Six Sigma training. Picking the right level can be hard to start with. You do not need to start at Yellow belt and move upwards, you can start anywhere. Before you decide on the level that is best for you, here is an explanation of each.
Yellow Belt training – awareness of what Six Sigma is and how to use basic tools.
Green Belt training – ability to solve problems using Six Sigma within your own world or function in a business. You are taught basic statistics, problem solving tools and techniques associated with each step of DMAIC and some change management.
Black Belt training – Detailed understanding of statistics including non normal data. Can apply the methodology in any part of the company and across functions. Detailed training in tools and techniques and change management.
Master Black Belt – Expert in Six Sigma and its application. Ability to train and coach other levels in Six Sigma. Can identify opportunities for improvement.
Champion training – for individuals who will champion projects or six sigma in the company. They need an understanding of six sigma only.
The level of training you will pick depends upon:
- How much time you will spend working on solving problems
- How much time you have to dedicate to your training
- Do you need to only work in your own function or across the company?
The best advice is to call our advisors for a detailed discussion. They will point you to the best option to suit your needs.
In many companies Six Sigma is essential to move up the career ladder. It is so important in GE, that you cannot be promoted unless you are at least a Green Belt. Many companies are now stipulating that they want applicants to understand Six Sigma, at least to Yellow Belt level, and may even ask for Green or Black Belt certification. Even if the job or role you are looking for doesn't mention Six Sigma, having a qualification will make you stand out from those that don't. It proves that you know how to solve problems, quickly effectively and permanently. It also shows that you have a vast tool box to choose from when you are faced with a problem.
Six Sigma Black Belt can command a higher salary in the work place, and it also means that you can apply for jobs in roles associated with Six Sigma. All in all any level of training will be an aid to your career. From Yellow belt, where you can talk to people about the subject, all the way up to Master Black Belt where you can be the expert.
We have a page about certification which will help you. Whether you are certifying in Lean Six Sigma or Six Sigma, the process is the same.
View the Certification page
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