SETA Desenvolvimento Gerencial

Start » 1 . Operational Excellence » 1.1 - LEAN SIX SIGMA METHODOLOGY

1.1.1 – MANAGERS / CHAMPIONS

The managers (Champions) are the sponsors of the Six Sigma initiative and act as resource providers for the teams that are acting in the process improvement. They are, in general, the big clients of the implemented improvements that are aligned with their metrics and goals.

1.1.2 - MASTER BLACK BELT

The MBB is the big facilitator in the implementation of Six Sigma culture inside the organization. He is the big responsible for the alignment of the program to the real needs of the company, to its strategic planning, at the same time that assures the resources and conditions for the development of Six Sigma culture within the areas and departments. The MBB must have a big ability to work as a team, communication skills with all levels in the company, leadership and, of course, deep knowledge in the methodology. Still, he has a fundamental role in the “coaching and mentoring” of the projects carried out by Black belts and Green Belts.

1.1.3 - LEAN SIX SIGMA BLACK BELT

The BB is the big executor during the implementation of the Lean Six Sigma culture and methodology in the organization. He is involved in all activities related to the theme, reinforcing the identification and the leadership of complex projects, besides the monitoring of Green and Yellow Belts. We say that he is the big facilitator of the changes necessary to the company to achieve the improvement in the process and, thus, gain improvement in its operational efficiency. The executive must have good ability in teamwork, leadership, communication and persuasion. The deep knowledge in the DMAIC (Define, Measure, Analyze, Improve and Control) is vital as the mean to generate changes.

1.1.4 - BLACK BELT UPGRADE

In some cases, we have the need to deep in the using of DMAIC methodology and in the Lean Six Sigma tools to assure the necessary changes in the organization and fulfill the strategic goal.

1.1.5 - LEAN SIX SIGMA GREEN BELT

The GB role is to lead specific process improvement projects via the use of Lean Six Sigma. Together with the BB, they are the main vectors of changes in the organization. The executive must have good ability in teamwork, leadership and persuasion. The Lean Six Sigma (DMAIC flux) is the tool used to catalyze the changes, so, the GB must have a good knowledge of this methodology.

1.1.6 - LEAN SIX SIGMA YELLOW BELT

The Yellow Belt, also known as White Belt, utilizes the main concepts of the Lean Six Sigma and some of its tools to generate changes in its routine of work becoming the process more optimized. In general, they are simple changes, based on that day-by-day work routine. Thus, the knowledge of the lean Six Sigma structure and some of its tools is important for YB.

1.1.7 - DEVELOPMENT OF INSTRUCTORS FOR LEAN SIX SIGMA (LSS TTT – TRAIN TO TRAINERS)

Nowadays, many organizations need executives to minister and spread methodologies, tools and concepts of the company. This is very common inside organizations that apply the Six Sigma. In this way, what happens is to have people with high technical knowledge of the considered theme, but that one, in most cases, are not able to transfer the knowledge to the students. The TTT is a training that develops in the future instructors the skills necessary to pass on the knowledge for a group of persons in a didactic, motivated and efficacious way.