Lean Six Sigma Program

What Is Lean Six Sigma Green Belt Good For?

“Why should you get Lean Six Sigma Green Belt certificate?

Here is my answer…

Green Belt certificate is the first level among the others (White, Yellow, Black, Master Black) that enables you to lead a Lean Six Sigma project team solving a major problem in your organization.

While White and Yellow Belts are having increasing level of understanding of the tools and methodology of Lean Six Sigma, the Green Belts are actually applying the methodology in a real-life situation.

Your first typical projects are:

– Reduce workload of ABC department
– Improve utilization of machine XYZ
– Minimize waste material during production step X
– Reduce set-up time at assembly department for shift A
– Improve housekeeping of stock-room

Those projects are easy to do with minimum number of Lean Six Sigma tools.

The financial impact of an average Green Belt project is $10,000 to $50,000 per year.

The Green Belts are part-time project leaders in Lean Six Sigma: next to their daily job they run improvement projects in about 20% of their time.

Because the Green Belt training and certification is less expensive ($1,000 – $2,500) compared to Black Belt training ($5,000-$10,000) and it takes less time to accomplish, the ROI (return-on-investment) is much higher.

For example, one of my online Green Belt students is about to finish his first project, saving $52,332 on a yearly base. His manager paid $997 for the certification program. That gives an ROI of 52x in just the first year!

Important: the cost saving is not only in the first year but in every year, therefore the ROI is even higher.

What’s in it for You?

If you get your Lean Six Sigma Green Belt Certificate you become a very valuable member of your organization because you can solve, as a team leader, difficult problems quickly and easily.

You learn how to deal with resistance, how to quantify problems, how to measure and analyze data to find the right solution together with your team.

Consistently applying Lean Six Sigma not only in your project but in your daily work, will completely transform you into one of the most effective and efficient people in your organization.

This unmatched advantage you take with you where ever you go and will give you better career opportunities, higher salaries and more recognition.

What’s in it for your boss, manager, supervisor?

He/she gets 2 for the price of 1: for the same costs you are also running Lean Six Sigma improvement projects during your work hours. These projects are delivering tens of thousands of dollars of financial benefits to the company, organization, institute or practice.

Those in the Lean Six Sigma project team are also learning a totally new approach to any business challenge.

As a result the organization is stepping up in terms of efficiency, improved quality and better customer focus.

Dear Managers, can you wish anything better than that?

Enroll now at http://www.LeanSixSigmaBelts.com/GreenBelt

Warm regards,

Peter

 

This is what EXCITES me…

I dont know about you, but I LOVE the HUGE impact Lean Six Sigma has on ANY organization I work with.

In one company, I have 13 project teams with 5 members per team on average. About 65 people are participating weekly in my coaching sessions. And they all show up every time. It’s amazing. No excuses, no cancellations but focused Lean Six Sigma work!

As one of the participant said: “I’ve really enjoyed working with the team and using Lean Six Sigma.”

Make the organization a better place to work. Enjoy serving your customers, patients, clients.  Deliver your products and services efficiently by reducing the process steps that ad no value for the customer.  That’s what we’re doing with these 13 teams every week.

We do this continuously. We start and finish projects every 4 to 6 months.

The results?

The results are ALL measurable…just like everything in Lean Six Sigma.  They deliver hardcore financial benefits: just the last 3 projects have added $ 290 K to the bottom-line of the company – every year.

Most important result: both employees and customers are happy with the improvements.

Honestly, could you wish anything better than this to any company, organization, or institute?

You can achieve this as well.   Start RIGHT NOW:

www.LeanSixSigmaBelts.com

Is there anything else that holds you back? Is there anything more important?

Here is why this Lean Six Sigma program is so much different than other programs:

1. Quality and efficiency issues are both solved together…saving time and money for you.

2. Focus only on the most important and effective easy-to-use tools that work in the real world.

3. More concentration on actual application in your business instead of theoretical stuff about statistics.

4. Not a one-time tool, but a way to empower your team for continuousgrowth and improvement.

5. Easy-to-understand and effective training material even for those less skilled so the entire company can benefit.

For more details visit www.LeanSixSigmaBelts.com

Warm regards,

Peter

They Didn’t Know about Lean Six Sigma

Lean Six Sigma CertificationHow do you innovate through process improvement?

That’s what a seminar I attended just 3 weeks ago was all about. One of the workshops they held which interested me was all about the important characteristics of a successful process improvement program.

To my knowledge, no one there except me had prior knowledge of Lean Six Sigma.  So what did they come up with?

These general managers identified 3 important points:

1.      Process improvement has to serve one goal: The Customer

Every process improvement activity should focus on the customer to deliver him better quality product or services in shorter period of time against reasonable cost. This is true, this is what you  want to do with Lean Six Sigma.

You focus on the most important challenges of the organization:

a.       Problems holding you back to deliver better quality (mistakes and defects)

b.      Or you have problems with capacity –  certain processes take too long before you deliver to the customer.

Interestingly, as you continuously work on improving quality and efficiency, you will quickly notice that your cost are declining and your revenue grows.

Sadly, many organization focus on cost cutting. As a result: you are not able to sustain good quality and lose on efficiency due to lack of resources. Wrong approach!

Related article:

http://peterherku.com/2009/10/06/how-to-reduce-costs/

2.      Process improvement program has to be organization-wide

Everybody in the organization has to take part of it, nobody can be excluded.

Although it has to start from top down because the management has to show leadership not only by words but also by actions in showing the importance of continuous improvement. But also the lower level of the organization down to operators, workers, they also has to be involved. Otherwise the improvements will be temporary and isolated.

The benefits will only be partial compared to what you could achieve when the whole organization was involved.

With Lean Six Sigma you start with the Managing Team and identify the important challenges of the organization and then you break those down to small projects and those projects are carried out by the project teams consisting of workers, supervisors, managers and even directors.

You’ll discover: almost everybody likes to work in such project team settings. Finally idea’s are welcome and being tested for the best solutions.

More details here:

http://peterherku.com/program/

3.      Process improvement program has to go hand in hand with training and education

The General Managers of the seminar said: you have to educate the whole organization because processes will change, working procedures will be adjusted and tasks are going to be discarded. So training and education will move forward the whole improvement program.

…they said this without knowing…

In Lean Six Sigma Program you are going to follow a formal training and apply the tools and techniques in a real-life project.

Such training is available at http://www.leansixsigmabelts.com

Continuous education and learning how to use the problem-solving tools of Lean Six Sigma is key. Repeating the same phases of DMAIC (Define, Measure, Analyze, Improve and Control) over and over again, will guarantee quick results and long-term improvements.

So remember what they said…

“Customer, Employee, Training”

Warm regards,

Peter

7 tips to become better manager with Lean Six Sigma

An extract from my speech at the Lean six Sigma Certification Ceremony at Vivantes Care Center

Last Monday I have certified 8 Green Belts (Lean Six Sigma project leaders), 12 Yellow Belts (team members) and 10 candidate Green Belts (those who completed the Green Belt training but did not participate yet in project work).

In less than 4 month time (typical is 6 month) these project teams achieved significant improvements.

Are you working in healthcare or other service organization? You could run these or similar projects:

  • Improve care-activities per clients and adjust classification (“ZZP” in Holland) accordingly
  • Increase productivity of district nurses and stimulate ownership for personal performance
  • Increase (direct) nursing time for higher client satisfaction
  • Reduce workload at Client Administration

The top-line result was about $235,000 just in 16 weeks!

If you want to identify key projects to improve your organization and your own performance, request free consultation in English, or in Dutch or Hungarian at

http://peterherku.com/free-consultation/

These excellent results are only the first steps in changing the organizational culture. Those Green – and Yellow Belts are writing history at Vivantes.

In my speech during the Certification Ceremony, I summarized the culture changes of this first period.

Take away these 7 tips to make your organization better – measurably better. 

1 “You can do it in another way”

Working the same way for 10 to 15 years or even less doesn’t mean that there is no better way.  Because with Lean Six Sigma we base the improvement of the work on facts and data, there are no preferences, therefore no exclusion of any other opportunities to change the way you work. Data has to prove it what is good. The result of the project proved this very clearly.

2 “Know what you want and be clear about it”

Especially in the Measure Phase of the Lean Six Sigma projects it is very obvious that management in general is not clear about their requirements.

 Project leaders of the teams has asked their colleagues to collect certain data about the problem but they were not clear about it, therefore the data was useless. Nurses did not know exactly what to collect, how and why. They have just executed the tasks.

 And this happened at each and every project. This was my intention to let it happen because it was a big eye-opener for the project team and also for the team leaders. They told me that this had happened so many times in the past wasting time, energy and motivation.

3 “Don’t be too quick with your solutions”

During the first phase of our project – called Define Phase – we start describing the problem of the project. This is where manager are very good at coming up with solutions already while the problem is not clear yet.  Solutions without clear problem definition is just a waste. Read more on this here.

That’s why the Green Belts spend a lot of time defining the problem and the registering it in a project charter to be very clear about the problem and about the objectives. This had helped the project teams to keep the focus during the whole project execution.

4 “What you measure,  you can manage”

 This is a typical result of Lean Six Sigma program and one of the key element of its success.

I say often “you don’t have a problem until you cannot quantify it” this was a bit strange for our new Green and Yellow Belts because they used to talk about problems in general without being able to quantify the problem.

As a result you can have endless discussions without any solutions or any further actions. Quantifying the problem means that you had to measure the problem, collect the right data and analyze it as well.

 5 “You can’t be clear enough” or “Don’t assume”

Whether it’s about collecting data or following new procedures, we have seen mistakes of not being “idiot proof” about what to do and how to do it. Just expecting your colleagues to understand what you want is a sure path to irritations, variation in the output  and creating more waste.

So take the time, explain it like to a child, draw it out, put up a flow chart, use pictures, etc.

And even if they say they understand you, check it. Check it to see you whether they really understand you. This extra effort is really worth your investment.

6 “Everything is important but some things are more important than the others”

The cornerstone of Lean Six Sigma: Pareto-law or 80/20 law. If it’s about choosing the right project, focusing the project on the key problems, selecting the main causes of the problem or defining the improvement actions, it is all about priorities.

If you only learn this from the Lean Six Sigma Green Belt Certification program, you place yourself in the top 5% of your peers.

Sign up now and save 25%. Payment plan available.

http://www.leansixsigmabelts.com/

 7 “You cannot do it alone”

In 16 weeks of hard work, spending at the least 2 hours per week in project team discussions the results were excellent ranging from 5 to 10% productivity increase up to 40%.

I could not achieve this on my own even if I am a Black Belt or a Master Black Belt or a Superhero. No way.

And even if I could have achieved it, it would not have been taken over and adopted by the organization.

So you need a team around you. The Yellow Belts are playing here an essential role because they are the bridge between the Lean Six Sigma project team and the rest of the organization.

And that’s why I was very satisfied when during the ceremony the yellow belts were sharing their very positive experience with the first projects and expressing their wishes to be part of new projects as well.

So what else can I wish as a leader of such improvement program?

Call to action

If you work in healthcare, service industry, IT, Real-Estate or manufacturing these seven points are important in your situation as well.

To find out more about this lean six Sigma program and to achieve these or even higher results within a few short months book your free consultation of 45 minutes without any further obligation at http://www.peterherku.com/free-consultation

If you want to get Lean Six Sigma Certification at Green Belt level, please enroll at

http://www.leansixsigmabelts.com/

The number of participants is really limited. So act now!

Warm regards,

Peter

The 3 Critical Factors for Successful Lean Six Sigma Program

This article is an extract of my bonus report “8 Critical Factors for Successful Lean Six Sigma Program to Increase Profit, Reduce Time and Still Motivate Employees” that you receive when you enroll the Champion/Yellow Belt training at http://www.lean6sigmamanager.com.

#1 Top Management Involvement

Don’t start any profit or business improvement program without the full commitment of the management of your company. If they do not see and understand the necessity to change and start a continuous improvement program company-wide then you will only achieve isolated, local improvements using Lean Six Sigma as improvement tool.

Your CEO/Managing Director should be the one who leads the whole change program, supported by his/her Managing Team. They should form the Steering Committee of the Lean Six Sigma organization to manage, support, facilitate and remove obstacles.

#2 Projects Solving the Company’s Biggest Challenges

Avoid projects for the sole purpose of learning Lean Six Sigma tools. Of course, your first projects are also serving as learning tools but your number 1 project selection criteria should be: does this project helps me to achieve the goals? If not, don’t do it. Choose another one. Working on non-important projects means, you will not get support or any attention from management because their priorities are different from yours.

Selecting the right project is not easy; therefore you need to know your numbers so have a good “cockpit” to show the weak areas.

To test whether you have the right projects, ask this simple question: would you put aside anything else to solve this problem? If yes, you are on the right track.

#3 Leadership and Empowerment

If the CEO and his managing team is not interested in the projects, if they do not use the basic Lean Six Sigma tools themselves, not trusting the project teams to come up with the right solutions and not encouraging the organization to improve and test to find better ways to do the job, the program will only be like a “face lift” for the company.

From outside it looks okay: you are working on improvement projects. In the inside it is doomed to fail because there is no trust and no drive out of fear. This has to come from top-down.

Managing Directors, Senior Executives and leaders, who want to have a quick overview of Lean Six Sigma methodology without going too much in detail, go to http://www.lean6sigmamanager.com

Warm regards,

Peter