In an organization that introduces Six Sigma, black belts are usually supported by green belts. Black Belts takes on most of the problem-solving and analysis work. The cost of training, hiring and hiring new black belts is a major contributor to the savings of six sigma projects. This, in turn, leads to a decrease in return on investment. The growing trend of companies using six sigms to save money a year is to use an unconventional approach to training green belts for at least two to three years before even considering the employment of black belts. Green Belt projects take less time, and training is not so extensive. Six Sigma’s methodology allows Six Sigma organizations to recover most of the early waste. This does not require excellent skills and knowledge of the black belt. This approach allows the organization to grow, and managers are trained to use statistical methods that they are unlikely to learn during training or training. Using green belts saves time, training, money and strength.
Create a roadmap
As with any Six Sigma project, a roadmap is needed to move forward. This is mainly due to organizations that are not familiar with the Six Sigma and have no experience in taking on black belts. Six sigma is the collection of information, statistics and numbers pertaining to a particular process, and then using that information to improve the process so that the customer is satisfied. Training includes the use of the DMAIC model or the definition-measurement-analysis-improvement-control model. However, using this model alone does not produce the desired results. Green belts should study the culture of the organization and then create a roadmap for continuous improvement.
Skills, tools and attributes required
The Green Belt must first learn how the process works and how stable it is. The only way to demonstrate stability is to study, create, and use process behavior diagrams. These graphs can be used to detect process changes and their various causes. The green belt should determine how the process progresses or functions with execution diagrams. Understanding the needs of customers is also another important resource. Create a qFD or a quality function that translates customers’ needs into detailed product requirements. These requirements should then be applied to the design, production, support, and marketing departments. By reducing process variations, customer satisfaction increases. The Green Belt should be ready to visit customers and tell them about their desires and needs.
Most organizations create problem-solving processes. Make sure everyone involved in the process knows how to use this method. Six sigms can be used at the most appropriate time to fix problems. The Green Belt needs to practice these problem-solving steps to solve the real problems. Follow the DMAIC model to make improvements. The Green Belt needs to be taught to all the processes used in the main Six Sigma applications. Once the process improves, check it to make sure no changes are taking place. Monitoring can be done with control cards. Green belts should learn the art of checking graphics by creating handwritten graphics.