Lean Six Sigma Training

How to Achieve 33% Faster Results with Lean Six Sigma?

Surprising News: 33% faster results with Lean Six Sigma

This article is based on the online Lean Six Sigma Green Belt program at http://www.LeanSixSigmaBelts.com


Are you trying to combine Lean with Six Sigma?  If so, you’re probably cutting at least 33% of your results…and don’t even know it.

Here is why…but first a short recap.

What is Lean?

Lean focuses on reducing your lead times and any wastes that don’t benefit your customer.  This covers issues like excess inventory, meetings without actions, emails with no information, recycling of emails and post, customer waiting to receive response/quotation/product/replacement/etc.

If you missed the presentation about Lean, click here:


Let’s say you know Lean methodology and this rectangle represents Lean:

What is Lean? 

 What is Six Sigma?

Six Sigma is the method to reduce variation of your output, making quality consistent and predictable. Variation means: the results differ from one another.

Big variation means many mistakes and defects in your output: wrong product, incorrect records, mistakes in data sheets, fluctuation in delivery time, uncertain completion of tasks, etc.

We have discussed Six Sigma in this video:


Suppose, this rectangle represents all the tools and techniques of Six Sigma:

What is Six Sigma? 

 What is Lean Six Sigma?

Now you could think that Lean Six Sigma is the Lean and Six Sigma together, right?

Lean + Six Sigma 

 In that case you would have a “toolbox” of more than 100 tools and techniques to solve problems. That is possible to learn but it’s not practical.  You lose team members because they can’t understand that overwhelming of a process.  Plus, it takes too long to learn and apply all those techniques!

So what is the solution?

There is a solution, a practical one. Take the 100+ tools and apply the 80/20 rule or Pareto-law, saying “80% of the effect is caused by 20% of all the causes”. As I translate it often: “not everything is equally important”.

If that is a true law of the nature, it is applicable to Lean and Six Sigma tools as well.

That is the reason I have selected for you – based on my experience and interviewing other experts of the field – the most effective tools from both:

Lean Six Sigma Herku Method 

 What is your benefit with  “Lean Six Sigma Herku Method”?

Simply put: you are able to recognize and solve both efficiency and quality problems at least 33% faster than Lean or Six Sigma in any industry. Plus: your improvements are sustainable and everybody is and should be involved in these project irrespective of their prior education.

If you want benefit – both individually or as an organization – from this unique improvement program, please join at http://www.LeanSixSigmaBelts.com. There are still some free spots left.

 Warm regards,


What is the biggest problem?

Save 25% and Certify for Lean Six Sigma Green Belt. Only 15 seats!

It was 08:30 am, a bit cloudy, just above freezing temperature, when I got a brilliant idea as I was driving in my Toyota Corolla Verso.

I got an idea for my brother-in-law. He is an real-estate agent and house sales are not very good since 2 years now.

So I told him my idea on how to increase sales: “Why not let the potential buyer try out the house for a couple of weeks before he decides to buy it?”

The buyer could experience the house itself but also the neighborhood,  if its  noisy or not, are there any children around, how convenient is it to go to school, to the shops, how about traffic, what are the negatives about the condition of the house that are not obvious during a normal visit.

My brother-in-law was not very surprised about my “genius” idea. It was not new, he said, and did not help much to increase sales. It was not perceived by the buyers as a problem during the buying decision.

In the meanwhile I arrived to my destination so we ended our phone call.

… but this kept me thinking.

Isn’t the biggest problem in our work or private life when we do not know the problem?

I mean, you want to achieve something — otherwise you would not read these lines, not read my emails, blog post or one of my other pages.

So you want to improve your work situation, your performance, your salary, etc.

…but what is exactly your problem? Do you know it? Can you make it clear, describe it in short? Is it measurable?

I didn’t know the exact problem of real-estate business. It seemed to me that it was about sales… but is it really? Or something else which is the real cause?


If you don’t know the real problem, trying to find a solution is pure waste.

Remove the waste.

Be clear about your problem. To learn more about effective problem-solving with the practical application of Lean Six Sigma, get your Green Belt Certificate at http://www.leansixsigmabelts.com

Then you’ll know how to address the real-estate business problem properly.

I’ll call my brother-in-law again…

Warm regards,


PS: Lean Six Sigma Online Certification gives you the freedom to study and APPLY the carefully selected tools and techniques that give you unmatched career opportunity.

Company wide application puts your organization in the top 1% of your peer group.

Join now: http://www.leansixsigmabelts.com

Want to start with Lean Six Sigma…but how?

This is the 2nd part of the article “How to get you boss pay for your Green Belt training”.

In the 1st part we discussed how to generate project idea’s for Lean Six Sigma.

Now we continue with selecting the right project for you to start with.

This is an extract of my white paper “The Value of  Lean Six Sigma and How to Prove it…”

For more details watch this video:


1. Project selection

After having listed several possible projects, now you have to choose 3 or 4 that is really compelling to your manager. Why?

If he/she does not see a problem, it is not relevant for him/her to solve it.

Here is how to find the relevant projects:

–  Listen to your manager: take a week and pay really good attention to what he/she is upset about, which words he/she is using, which meetings are held, what is the agenda.

– What are the main goals and objectives and where do you find gaps in the performance. You could talk about this with your manager. Do not need to talk about Lean Six Sigma at this point, only try to find the most important subjects your manager is concerned about.

2. Find you projects here: Examples of Lean Six Sigma projects

Here is a list of projects that I have done or coached other project leaders on. I am sure; you will find some of them are also relevant in your situation. Otherwise you can apply the concept to your situation.

2.1 Lean project examples

(Both production and non-production environment)

– Reduce time between customer inquiry and issuing quotation to the customer for a certain maintenance service job

– Reduce the time it takes to complete a process step

– Reduce the time it takes to train new employees

– Increase capacity of a machine being the bottle-neck of the process

– Reduce production time of a product

– Increase speed of budgeting process

– Reduce inventory

– Eliminate rework / waste / scrap

– Improve On Time Delivery performance

2.2 Six Sigma project examples

(Both production and non-production environment)

– Reduction of deviation from budgets

– Reduction of size, color, etc. variation of a product

– Reduction of variation in the processing time of a certain department

– Increasing planning efficiency

– Reducing scrap due to non-quality

– Increase sales of a product / customer

– Improve efficient use of energy

– Reducing claims and irritations

– Reducing non-conformities (things that did not go as supposed)

Although we could continue with the list of Lean Six Sigma project examples, I am sure you can find
one or more projects that are relevant in your own work situation. Or at least you can find similar projects.

Okay, that’s it for now but if you want to know…

  • 3 easy ways to calculate your project savings
  • 4 practical tips for successful presentation to your management
  • Bonus: check list about the all the 7 steps to get your management and co-workers convinced about the value of Lean Six Sigma in Your organization.

You can get all of these here:



How to get your boss pay for your Green Belt training Part 1

If he has no budget for it then it is difficult…

If he has budget for it then it is about Return on Investment: how quickly can you save money with Lean Six Sigma for your boss compared to the costs of the training.

Of course, your boss should know a bit about the methodology.

So you should explain that it is about …

–          Lean methodology: reducing complexity of your processes, therefore saving time and creating free capacity and easy flow of both product and information

–          Six Sigma methodology: reducing mistakes and defects that is not satisfying the customer

Both Lean and Six Sigma methodologies lead to…

–          Higher customer satisfaction

–          Higher employee satisfaction

–          Reduced costs

–          Higher sales

This part is rather theoretical until you show your boss how it could work in your own job.

For this you have to identify a project where you could apply Lean Six Sigma to solve an important problem.

How do you get some ideas for such project?

–          Brainstorming: just take a piece of paper and write down everything that you would like to see improved in your work, at your department. Ask your colleagues as well, they will surely have some more ideas. Important: do not try to select projects here; just collect as many ideas as possible.

If only you want to learn how to do effective brainstorming with actionable results, you can learn it at http://lean6sigmamanager.com

–          Next to brainstorming you should look at the goals of your company and your department. You probably need to discuss this with your boss. Based on the goals and objectives compared to the current performance, you are able to identify the areas where improvements are required. Here are thus even more candidates for Lean Six Sigma project.

–          Look at your own job: what is your most important task and where do you need to improve? In many companies you have a yearly meeting with your boss about these issues. Use that information to formulate project-idea.

–          Data analysis is also a very good base for project identification. If you know – or your boss knows – any statistics about claims or irritations in your company than you have a good improvement opportunity there.

Furthermore, if you talk to the financial guys in the company, they could also give you some hints about where improvements are needed. I have to warn you though that the Finance department is often too far away from the day-to-day operational problems, therefore you need to “dig deeper” if you’re starting point for finding LSS project is a financial statement.

In the next article we will look at how to define Lean Six Sigma projects so that you can “move” your boss closer to supporting your plans.

In the meanwhile if you want to be the first to be notified when my Green Belt training and certification is available, get on the list here (scroll down until the end of the page):


Warm regards,


Do You Want to Become a Green Belt or Black Belt?

First of all, let’s clarify the difference between Lean Six Sigma Green Belt and Black Belt.

Green Belt is a part-time Lean Six Sigma project manager. He/she has a “normal” job and besides that he/she is running Lean Six Sigma improvement projects.
The Green Belt spends approx. 2 hours per week on Lean Six Sigma project work including meetings.

Black Belts are full-time practitioners of Lean Six Sigma. They run projects and they also coach Green Belts on their projects. When the company has several years of experience in Lean Six Sigma, those Black Belts are also training new Green Belts.

Most people, who are interested in Lean Six Sigma, would like to become Black Belts, of course. And that is fine because they see the great values this methodology delivers to every organizations, small and large, manufacturing or services.

My advice is different…

If I talk to the Managing Directors, Senior Executives of the organizations considering introducing Lean Six Sigma, I advise them to train as many Green Belts as possible. You can easily get 2-3 Green Belts for the price of a Black Belt.

Why train more Green Belts?

Because Lean Six Sigma is about company culture change: improving every day at every level; working in a completely new way for better quality and efficiency.

Change won’t happen by one project done by one Black Belt. The Lean Six Sigma mentality has to spread around the organization and that is only possible by having many Green Belts running many improvement projects with many people involved in the project teams.

Only then you will see sudden improvements in the way those people talk, the way they approach daily problems, the way they communicate, work together and make decisions for the good of the business.

“So is there no room for a Black Belt?”

Sure there is. But it is better if one of the Green Belts – after several successful projects – is being elected to be 100% available for Lean Six Sigma work; therefore he becomes a Black Belt in the organization.

Those “new generation Black Belts” have many advantages compared to the “Black Belts by education”:

1.       They know how challenging it is to work on projects next to their daily occupation. Finding the time is not easy when you are already full.

2.       They learn to apply the 80/20 rule very quickly otherwise they will not manage the 2 jobs.

3.       They are more effective when it comes to decision making because the pressure is on their shoulders.

4.       They are also more practical and pragmatic because they are not over-loaded with lots of theory and statistics that they do not need.

5.       They are socially better developed – this is even more important than technical Lean Six Sigma knowledge! This is essential when you have to coach and motivate many other Green Belts in the company.

Concerning the educational part, Green Belts receive a 6 – 10 days classical training while the Black Belts get 15 – 20 days full day training. A lot of time…

Being certified as Lean Six Sigma Black Belt and coaching many Green Belts I have seen the information-overload which became an industry standard among Lean Six Sigma training companies.

I received 25 days of training and after going back to work I had no idea how to start my project, which tools I need and what conclusions can I draw from my data. I felt lost…

That was the main reason I decided to collect only the most effective yet easy-to-understand tools that can be applied successfully in 80% of the situations.

In this way, my Green Belt trainings are reduced to 3 days saving at least 50% of the time compared to other programs.

Find out more about my upcoming certification program.

What do you think? Do you have any questions?