lean six sigma yellow belt certification general audience

Lean Six Sigma Yellow Belt Certification General Audience

Rev: 2014-02-20

Course Overview

This course has been developed to enhance the general knowledge and provide some

fundamental capabilities of Lean Six Sigma. The knowledge and skills learned should

be applied to projects/programs, BAU and day-to-day operations.

Course Purpose

After successfully completing this course you will have enhanced your knowledge of LEAN fundamentals in order to drive efficiency and achieve Executional Excellence.

The goal of this training is to:

a) Learn to recognize waste within daily activities

b) Adopt a process-centric view of the organization.

c) Increased knowledge of Lean Six Sigma techniques as business process improvement methodologies.

d) Motivate and inspire teammates to identify and eliminate waste and non-value added activities in their processes.

Course Goal

Personal Results

2

Welcome & Introduction • Activity: Move It! Courier (Round 1)

I. Methodologies for Lean and Six Sigma

II. Understanding the Principles of Lean

III. Using Voice of the Client (VOC)

IV. Becoming Process-Centric • Activity: Process Mapping

V. Recognizing Process Waste • Activity: Move It! Courier (Round 2)

VI. Fact-based Decision Making • Activity: Move It! Courier (Round 3)

VII. Achieving Yellow Belt Certification

Closing & Questions

3

Table of Contents

Business Process Improvement

4

“Often, problems are knots with many

strands, and looking at those strands can

make a problem seem different.”

~ Fred McFeely Rogers ~ “Mr. Rogers Neighborhood”

Process Management Maturity

Level 2

Disciplined Process (repeatable)

Level 3

Standardized Process (defined and managed)

Level 4

Predictable Process (managed and controlled)

Level 5

Optimized Process (continuously improving)

•Processes not documented •Key performance indicators not in place •Process performance not consistent •Success depends on individual efforts and “heroics”

•Process flowcharts in place • Indicators are identified and linked to needs of “next-process

client” •Regular, reliable data reporting • Improvement opportunities identified

•Processes are standardized and integrated for all core processes •Supervisors use Process Management Systems to manage • Improvement projects are prioritized based on data

•Upstream prevention in place •Using Statistical Process Control (SPC) •Process performance is statistically stable •Process is capable of meeting client requirements

•On-going management •Continuous improvement: Reduces variability, increases flexibility • Innovation and “break-through” •Exceeding product and service quality goals

Level 1

Inconsistent (individual heroics)

5

Methodologies for Lean & Six Sigma

“Everything can be improved”

~ Clarence W. Barron ~

One of the most influential figures in the history of Dow Jones and Co.

Considered the founder of modern financial journalism.

What is Lean Six Sigma?

Eliminate WASTE + Reduce VARIATION = Proven benefits:

• Cost Reduction

• Productivity improvement

• Market-share growth

• Client retention

• Cycle-time reduction

• Defect reduction

• Cultural change

• Product/Service development

Re

su

lts

• Value Stream Mapping

• Pull Systems

• Value-added Analysis

• Waste Elimination

• Process Flow

• 5 S

Lean

• Reduced Waste

• Value-added processes

• Speed, Cycle Time

• Standardization

• Process Performance

• DMAIC Process

• Statistical Tools

• Risk Analysis (FMEA)

• Process Capability

• Repeatability &

Reproducibility

• Root Cause Analysis

Six Sigma

• Elimination of Defect

• Variation Reduction

• Defect Prevention

• Stability, Predictability

• Design Excellence

To

ols

ets

& Improve FLOW

Lean Six Sigma is the combination of complimentary systems

that focus squarely on improving the client experience

The fundamental principles of Lean Six Sigma can be summed up

simply: Removing waste, streamlining flow through Lean, and

reducing variation with Six Sigma … Lean principles apply to all

facets of the business, while Six Sigma is more surgical in nature.

7

PDCA Evolved: DMAIC

Lean: PDCA

Plan

Detect a process issue

(effects), classify as defect,

waste, or standardization

issue, identify potential root

causes, and brainstorm

surgical counteractions that

address the root causes.

Do

Select the optimal

counteractions, execute

these on a small scale in a

controlled manner

appropriate to the nature of

the effect.

Check

Evaluate impact of the

counteractions to determine

if they delivered the

expected impact on the

effects.

Act

If counteractions are

effective implement fully,

otherwise adjust to better

address root causes. If

improvement is incremental

loop back to “Plan” again

and develop new

counteractions to further

address the root causes and

minimize the effects

Six Sigma: DMAIC

Define Clearly define a problem, develop the

business case, understand the client’s

needs (Voice of the Client), create high-

level view of the process, and articulate

a project plan Tollgate

Measure Develop process measures, perform data

collection activities, validate the data

quality, evaluate current process

capability and performance (Voice of

the Process) Tollgate

Analyze Analyze the process, explore potential

root case theories, verify these theories

with data, and explore cause and effect

(list critical Xs). Tollgate

Improve Generate potential solutions, assess the

implementation risks, select the

optimum solution, pilot and evaluate

solution, formalize implementation. Tollgate

Control Develop and implement process

controls, standardize the solutions,

quantify and validate the improvement,

close the project. Tollgate

8

PDCA Evolved: DMAIC

PDCA:

Strength-based

DMAIC:

Weakness-based

Measures Yield, Client Satisfaction Defects, Complaints

Nature of the Data

Performance roll-up

(good vs. defective

units)

Diagnostic detail (defects

within units)

Project

Orientation

How to improve client

satisfaction?

Calls for: ideas, looking

to the future

How to reduce

complaints?

Calls for: facts and data,

looking to past and

present

Implication on

Communication

with Management

The boss wants good

news (that’s what

they’ll get)

Bad news and details are

OK (the boss gets

important details)

9

Understanding the Principles of Lean

“Learn to see… Realize that everything

connects to everything else”

~ Leonardo da Vinci ~

Widely considered to be one of the greatest geniuses of all time and perhaps the

most diversely talented person ever to have lived.

Lean is a systematic approach to process optimization based on the premise that anywhere work is done, some amount of waste (non-value added effort) is generated

Lean Principles Definition

Lean removes many forms of waste so that Six Sigma can focus on reducing

variability. Variation leads to defects, which is a major source of waste. Six

Sigma is a method to make processes more capable through the reduction of

variation. Thus the symbiotic relationship between the two methodologies.

The goal of Lean is total elimination of waste through:

• Identifying the sources

• Planning for waste elimination

• Use of Lean, Process Management, and Six Sigma

• Establishing “permanent” controls that prevent reoccurrence

11

Five Principles of Lean Thinking

The five-step thought process for guiding the implementation of Lean techniques

is easy to remember, but not always easy to achieve…

In following these five principles you will implement a philosophy that will become

“just the way things are done,” maintain a high level of service, and implement

sustainable change.

Five Principles of Lean

Define Value

from the

perspective

of the client

Identify the

Value Stream

and

Eliminate

Waste

Make the

Remaining

Value-Added

Steps Flow

Make Value

Flow at the

Pull of the

Client

Continuously

Improve in

Pursuit of

Perfection

12

Value-Added Analysis

Analysis of client value-added (VA) time leads to identification of efficiency issues within the process. After all, if we are doing work that isn’t important to our clients, we are adding expense we can’t recover.

To understand a value-added analysis we need to establish operational definitions for value-added, business value-added, and non-valued-added activities.

In order to be considered as value- added, the following three conditions must be met:

1. Changes form, fit, or function

2. Done right the first time

3. The client is willing to pay for it

If these conditions are not met, then our first conclusion is that the activity is non-value-added (NVA). However, if this is an activity necessary for the process to operate even though the customer doesn’t directly receive benefit than it is considered business-non-value-added (BNVA).

13

Hidden Factories

The Hidden Factory is a term that refers to NVA activities in an operation

or standard operating procedure (SOP)

Most organizations have some form of a Hidden Factory and the time spent with

these activities can be a substantial drain on the bottom line, top line, on

Teammate morale, shareholders and, most importantly, the client.

14

Quick Fixes

Rework

Frustration

Client Dissatisfaction

Work Arounds

Increased Cycle Time

Defects

Added Costs

The

Hidden

Factory

Using Voice of the Client (VOC)

“A car for every purse and purpose”

~ Alfred P. Sloane ~

President, chairman, and CEO of General Motors Corporation from the

1920s - 1950s. Led GM to become the largest corporation on earth.

Defining Critical To Quality (CTQ)

Defining the critical to quality (CTQ) aspects of your process

begins with first understanding the critical to the client (CTC)

“needs” as harvested from the VOC activities.

CTQs can refer to all aspects of quality, including:

Timeliness

Cost

Quality (occurrence/completeness)

Safety

The CTQ can be measured while a specification can

be set to tell whether the CTQ has been achieved.

Client specification limits are boundaries in which

the process must operate, and are either:

One-sided (e.g., delivery no later than 5 min)

Two-sided (e.g., room temperature between 68 and 74 degrees)

16

Defects, Opportunities, and DPO

Name__________Name__________

SSN__________SSN__________

Address_________Address_________

Age__________Age__________

InsuranInsuran. #_________. #_________

Provider__________Provider__________

Hospital_________Hospital_________

Charge $_________Charge $_________

Name__________Name__________

SSN__________SSN__________


Age__________Age__________

InsuranInsuran. #_________. #_________



Charge $_________Charge $_________

Name__________Name__________

SSN__________SSN__________


Age__________Age__________

InsuranInsuran. #_________. #_________



Charge $_________Charge $_________

Name__________Name__________

SSN__________SSN__________


Age__________Age__________

InsuranInsuran. #_________. #_________



Charge $_________Charge $_________

Name__________Name__________

SSN__________SSN__________


Age__________Age__________

InsuranInsuran. #_________. #_________



Charge $_________Charge $_________

Name__________Name__________

SSN__________SSN__________


Age__________Age__________

InsuranInsuran. #_________. #_________



Charge $_________Charge $_________

Name__________Name__________

SSN__________SSN__________


Age__________Age__________

InsuranInsuran. #_________. #_________



Charge $_________Charge $_________

Name__________Name__________

SSN__________SSN__________


Age__________Age__________

InsuranInsuran. #_________. #_________



Charge $_________Charge $_________

Name__________Name__________

SSN__________SSN__________


Age__________Age__________

InsuranInsuran. #_________. #_________



Charge $_________Charge $_________

Name__________Name__________

SSN__________SSN__________


Age__________Age__________

InsuranInsuran. #_________. #_________



Charge $_________Charge $_________

DPO: 5 Defects / (5 Units * 8 Opportunities)

= 0.125 or 12.5%


Charge Charge

Patient Data 1 2 3 4 5

1. Patient Name x

2. SSN x

3. Address x

4. Age x

5. Insurance Number

6. Provider

7. Hospital Name

8. Amount of Charge x

Total Defects per Unit 3 1 1 0 0

Invoice #

What is a defect?

An output of a process that does not

meet a defined client specification,

requirement, or desire (length, color,

finish, quantity, time, etc.)

What is an opportunity?

The number of characteristics,

parameters or features that if any

one is bad would result in a defect

What is DPO?

• DPO = Defect per Opportunity

• Defect Rate = Percentage of the

process that contains defects

17

Calculating Yield

Using “defects per opportunity” (DPO) to understand the

Yield of a process is an effective means of communicating

how much output of a given process is free of defects

Calculating Process Performance:

Actual Yield Method

1. Determine number of defect

opportunities per unit O =

2. Determine number of units processed N =

3. Determine total number of defects made

(include defects made and later fixed) D =

4. Calculate Defects Per Opportunity DPO=D/N*O

5. Calculate Yield Yield = (1 – DPO)

* 100

Calls

Handled

Credits

Processed

Accounts

Opened

Daily

Reports

2 3 8 14

14,000 75 2,500 30

1,400 26 750 96

0.050 0.126 0.038 0.229

95% 88.44% 96.25% 77.14%

18

Becoming Process-Centric

“If you can't describe what you are

doing as a process, you don't know

what you're doing”

~ W. Edwards Deming ~

Pioneered philosophy and methods allowing organizations to plan and

continually improve processes, products and services

• Y

• Dependent

• A Process Output

• The Effect

• It is a Symptom

• Can Only be

Monitored

(x) Y

Fundamental Relationship of Cause and Effect

is equal to a function of

The performance of an output (Y) is a function of the process inputs, called (x’s), and the manner in which the process combines them to provide the resultant output (Y). Written as Y = f(x).

20

This is the “Blending” or the way in which the process combines the inputs together with various process activities

• x1 . . . xn

• Independent

• A Process Input

• The Cause of a

Problem

• What Needs to be

Controlled

• Presents a pictorial representation of the

sequence of actions that comprise a specific

business process

• Provides an opportunity to understand work that

is being performed… both actual and ideal paths

• Reveal problem areas, defects, and potential

improvement opportunities.

• Identify the areas of complexity and re-work

Process Mapping

21

Business Process Maps graphically depicts the logical sequence of activities of a selected business unit, who is responsible, and how the success of a business process can be determined

The primary purpose of business process mapping is

to assist organizations in becoming more efficient:

Understanding Levels of Process Maps

Level 2 – The Departmental Activity Level Map, illustrates key work activities

22

Calls

Client

Care

Resolved

?

Client

Issue

Rep

Answers

Call

Rep

Determine

s Issue

Consults

Knowledge

Database

End Call Make

Notes

Issue

Closed

No

Yes

Level 1 – The Conceptual Process Map, shows major function (e.g. SIPOC)

Level 4 – The Micro Process Map, sometimes called the Improvement level or

viewpoint. Similar to a Level 3, it will show additional details and sub-processes

as needed. It will frequently include various performance data; yields, cycle

time, value and non-value added time, defects, etc.

Level 3 – The Detailed Task Activity Level Map, shows major work processes

and tasks. This example is from the perspective of the Client Care Rep.

23

Rep

Answers

Call

Validated

?

Call

Enters

Queue

Log Into

Channel-

Link

Rep

Determine

Issue

Validate

Client

Resolve

Issue

Make

Notes

Issue

Closed No

Yes System

?

STRH

CLP

Login Resolve

Issue

Make

Notes

Refer

Client to

Branch Close Call

Understanding Levels of Process Maps

Four Perspectives

1. What you think the process is

2. What the process really is

3. What the process should be

4. What the process could be

Ensuring which of these perspectives has been

applied (and that it is the correct one) is

essential to evaluating the process

24

Applying appropriate analytical methodology to study current processes and identify opportunities for improvement is the key to the success of any process improvement effort

Process Maps provides a structured analytical

approach but can be highly subjective, depicting

one of four different perspectives of a process:

Making lasting improvements require that you see work as a result of a

series of interactive functions, operations and methods called processes.

Process maps are a graphical representation of the sequence for all

activities of a defined process.

The steps for creating a process map are straightforward:

Move It! Courier

Process Mapping Activity

Step Action Goals

1 Select and engage stakeholders Get the right teammates with detailed knowledge into the room

2 Facilitate mapping sessions Extract complete unbiased information

3 Create process diagrams Maximize shared understanding of process, and expose improvement opportunities

4 Label diagrams comprehensively Include details that describe the process

5 Conduct peer review/walkthroughs Coherent, concise, fluid maps

6 Receive stakeholder verification Stakeholder agreement on content

Based on your role as either a Serendipity client or Move It! Teammate

construct a Level 2 process flow of your specific job function using the

following basic symbols:

This process map will be used as your reference during Round 2 to explain

your existing process to the entire team… make it accurate!

Move It! Courier

Process Mapping Activity

Symbol Definition

Elongated circles signify the start and end of a process

Rectangles show instructions or list actions. The lower sections

allow for listing of role and incremental references for the action

Diamonds show decisions that must be made or divergent paths

Process

Action

?

Start

Recognizing Process Waste

“Perfection is not when there is no more

to add, but no more to take away”

~ Antoine de Saint-Exupery ~

French aristocrat, writer, poet laureate and pioneering aviator.

Definition of COPQ

COPQ is Cost Of Poor Quality. It is a symptom measured in loss of

profit (financial quantification) that results from errors (defects)

and other inefficiencies in our processes

28

COPQ is a financial term that sums up all the

costs associated with the prevention of problems,

inspection to obtain quality, the expense of

internal failures and the expense of having

failures that affect the client

Poor quality is a form of waste that is not integral

to the product or service your organization

provides

Waste does not add value in the eyes of key

stakeholders (clients, teammates, investors)

Areas of Waste

“Seven Plus One” Areas of WASTE

1. Over-processing

2. Transportation

3. Motion

4. Inventory

5. Waiting Time

6. Defects

7. Overproduction

7+1. Unexploited Knowledge

29

Area: Consumer/PWIM

Sponsor: Willem Hattink

Problem Statement: The creation of an Investment Policy Statement involved many

redundant and other non-value added steps that added to the total cycle time.

Resolution:

• Created a new Investment Policy Statement that reduced process steps from 18 to 8

• Retained the ability to create custom Allocations for clients

• Reduced the cycle time from 10 minutes per request to 3 minutes

Areas of Waste: 1

1. Over-processing

(Adding more value to a service or product than

what a client wants or is willing to pay for)

The basic concept of over-processing is doing more

work than is really necessary to satisfy the client

30

Areas of Waste: 2

2 .Transportation

(Unnecessary movement of materials,

products, information, or people)

Every move from one activity to another takes

time, which is something Lean thinkers are

always trying to minimize

31

Area: MTG/Default

Sponsor: Mike Zarro

Problem Statement: Thirty five processors spent ~30 minutes a day to upload the

SCRA military checks from the DoD website by printing these documents and walking

them to a coordinator two floors down.

Resolution:

• Processors now copy the image from the website and upload it directly

•Time savings benefit equating to ~ 4,165 hours per year

Areas of Waste: 3

3. Motion

(Excessive bending, reaching, or

stretching motions)

While “transportation” refers to the

movement of the work, “motion” involves

the unnecessary movement of Teammates

32

Area: MTG/Fullfillment

Sponsor: Leo O’Donnell

Problem Statement: Teammates working the fulfillment process were getting in and

out of systems 13 times just to get through their checklist.

Resolution:

• Rearranged checklist to complete everything in the first system before moving on to

the second, etc

• Reduced motion waste by 13 in and outs (26 touchpoints)

4. Inventory

(Any unfinished work that exceeds

what is required to produce for the

client at a given demand interval)

Excess inventory causes waiting, long

lead times, and the failure to meet

client expectations

Areas of Waste: 4

33

Area: Supply Chain/Strategic Sourcing

Sponsor: David Dierker

Problem Statement: Over $500K of items had become obsolete, and 40% of all items

had very low yearly demand yet we were continuing to incur warehousing costs.

Resolution:

• Start ordering direct and eliminate inventory

• Outsourced warehouse to reduce overhead costs equating to over $300K and reduced

ongoing inventory from ~$2MM down to ~$1MM

Areas of Waste: 5

5. Waiting Time

(The delay experienced between the end of one

process step and the beginning of the next step)

So much work in the service industry is not readily

visible to the naked eye, its necessary to highlight

where work is sitting around waiting for someone to do

something with it

34

Area: MTG/Default

Sponsor: Mike Zarro

Problem Statement: In the Non Agency Investor review process, roles and responsibilities

were not laid out, resulting in long cycle times.

Resolution:

• Clearly defined roles and responsibilities by mapping out the process

• Implemented a Triage Team Meeting to cut down on the number of touch points and

identify Subject Matter Expert responders up front

• Resulting in reduction of ~ 2-3 days to respond to requests

Areas of Waste: 6

6. Defects

(Any aspect of service delivery that

does not meet client needs)

Probably the first thing that comes to mind

when someone says waste. The costs of

defects is usually a factor of ten greater

than just the material costs involved.

35

Area: EIS/ETI

Sponsor: Rob Scarmuzzi

Problem Statement: The current SLA for requesting ‘blacking out’ monitoring is met only

35% of the time. When monitoring is not ‘blacked out’ properly due to no request or a late

request erroneous incident tickets are generated, which takes approx. 1 hour to resolve.

Resolution:

• Made HPSC Request the only way to request Monitoring Blackouts

• Implemented review and feedback on Incidents Open In Error

as part of Daily Incident Quality Review

• Saved approximately 65 hours/week

7. Overproduction

(The production of service outputs or

products above and beyond what is

immediately needed)

Overproduction ties up resources and

financial capital, causes long lead times,

downstream shortages, and is a fertile

breeding ground for many forms of waste

Areas of Waste: 7

36

Area: Supply Chain/Strategic Sourcing

Sponsor: Marianne Rhea

Problem Statement: SunTrust branches have reported excess amounts of brochures

being ordered and sent to them. Constant revisions result in older versions being

disposed of. Also when branches close the brochures have to be disposed of as well.

Resolution:

• Optimize the ordering process to better match actual branch demand so that excess

brochures are not produced and wasted.

7+1. Unexploited Knowledge

(Failure when it comes to exploiting the

knowledge and talent of teammates)

The greatest source of institutional knowledge

are the teammates that work within the

operational processes everyday.

Areas of Waste: 7

37

Area: EIS/EES

Sponsor: Anil Cheriyan

Problem Statement: In the past, many good ideas died on-the-vine from lack of

sponsorship. But the energy to innovate lives on in our teammates

Resolution:

Structured Innovation activities bringing out the best ideas from our teammates and turn

them into real world solutions for ourselves, our business partners, and our clients

(Innovation Friday, Innovation Partners, Innovation Core Catalysts, Innovation Forum)

Inventory accumulates between processes.

Even though they have time, teammates work at only one task because they are not cross-trained.

Teammates wait while others are too busy because workloads are not balanced or consistent.

Teammates process in batches.

Problems are not solved promptly or permanently.

Spotting Poor Flow

38

Most business processes were never truly designed, and if they

were, they have generally evolved a long way from the original

design as processes tend not to keep up with changes in internal

or external client requirements

Bottlenecks

When there is a bottleneck in the process, the process slows down.

Work piles up behind the bottleneck and then trickles through the

rest of the process

A bottleneck is:

Any resource whose capacity limits the amount of information

or material that flows through the process

Any resource whose capacity is less than the demand placed

upon it

39

Move It! Courier

Kaizen RIP…“The Wall Walk”

Voice of the Client from Serendipity

How do you define value?

Exploiting Move It! Teammates’ Knowledge

What is the value stream for processing deliveries?

Where is the waste within the individual process steps?

o T ransportation

o I nventory

o M otion

o W aiting

o O ver-processing

o O ver-production

o D efects

What are the NVA tasks within the process?

o Change form/fit/function… Client cares… Done right first time…

Flag waste on your individual process maps and make any necessary notes

Fact-based Decision Making

“In God we trust; all others must

bring data”

~ W. Edwards Deming ~

Pioneered philosophy and methods allowing organizations to plan and

continually improve processes, products and services

Measuring Cycle Time

42

Almost all of the concepts of “Lean” share a common theme: TIME

It can be said then that TIME is the currency of Lean thinking

Cycle Time Measuring Cycle time is important as it describes how long it actually takes to complete a

specific task from start to finish.

Cycle time can be measured with a stop watch

Production Lead Time The PLT represents the total time, including value added and non value added, it takes a

product/service to make it through an entire value stream from client request to delivery.

Value stream maps are excellent tools for determining the Production Lead Time

Takt Time When we speak of takt time we’re attempting to understand the desired rate at which will

produce our product/service in order to satisfy client demand.

To calculate takt time divide the net available time by the client demand. So, if Serendipity

needed 120 packages delivered in 19 minutes, our takt time is .158 minutes (9.5 seconds) per

package (simply doing the math:19/120).

Takt time cannot be measured with a stop watch. It can only be calculated

Measuring Variation

43

Variation is fluctuation in process output due to changes of and within the

inputs. It is the measure of the spread of data around the mean

Relationship of Cause and Effect Revisited

All variation of an output (Y) is caused by variation of the inputs (Xs). The variation of the

inputs results in random distribution of the outputs.

Y = f(x+ Variation)

Types of Variation There are two types of variation: Common cause and Special cause.

Common Cause

(expected variation)

Normal

Random

Systematic

Chance

Expected

Stable

Predictable

In statistical control

Special Cause

(unexpected variation)

Abnormal

Non-random

Local

Assignable cause

Unexpected

Unstable

Unpredictable

Not in statistical control

Move It! Courier

What does our Data tell us…

All

Let’s review the cycle time variation and other relevant measurement

data to better understand Move It!’s performance after two rounds and

achieve breakthrough performance:

5 Whys and Mile Deep Thinking

45

The 5 Whys is a simple

problem-solving technique that

helps you to get to the root of

a problem quickly. The 5 Whys

strategy involves looking at any

problem and asking: "Why?" and

"What caused this problem?"

Very often, the answer to the

first "why" will prompt another

"why" and the answer to the

second "why" will prompt

another and so on; hence the

name the 5 Whys strategy.

Benefits of the 5 Whys include:

• Helps you to quickly determine the root

cause of a problem.

• It's simple, and easy to learn and apply.

5S is a systematic approach to reducing variation, promoting visual

management, and reducing waste

The highest performing repeatable processes are always characterized by fact-based

organization and stringent standards of cleanliness in the workplace

Polishing Processes with 5S

46

Straighten (Seiton) Keep needed items in a place that

allows for immediate and easy

retrieval with proximity according to

process demand

Shine (Seitetsu) Keep the workspace neat and clean

to achieve maximum productivity

Standardize (Seiso) Maintain best practices through

standardized processes and visual

aids throughout the process

workspaces

Sort (Seiei) Keep on hand only what is needed for

the process, removing everything

non-essential makes it easy to see

the naked process in its uncluttered

state

Sustain (Shitsuke) Make maintaining

established 5S

procedures a habit

Achieving Yellow Belt Certification

“The best approach is to dig out and

eliminate problems where they are

assumed not to exist”

~ Shigeo Shingo~

Japanese industrial engineer who distinguished himself as one of the world’s

thought leaders in building operational excellence. The Shingo Prize for

Operational Excellence is awarded annually in his memory

In support of lowering our Efficiency Ratio through Executional Excellence,

it is expected that attendees become certified by completing a YB project

over the next 30 days and passing the certification exam

Here is the checklist of required tasks:

Take the YB Class

Pass YB Test (Open Book)

Identify improvement opportunity

Add to LIFT (Manager Approval)

Complete Yellow Belt Project

Complete YB Project Deck

Submit to Mentor for Approval/Certification

YB Certification

48

SunTrust Six Sigma Certification: Capabilities & Criteria

49

• Attend Black Belt curriculum

deep dive

• Deliver all YB/GB/BB training

(3xs) with trainer evaluation

• Undergo comprehensive

training delivery evaluation

Master Black Belt (Nominated & Sponsored)

Capabilities:

LSS Program Management

Mastery of LSS Methodology

Seasoned Facilitator / Trainer

• Mentor minimum 30 candidates

(at least 10 GBs) to certification

• Complete MBB Board approved

Master Black Belt level project

Black Belt (Nominated & Sponsored)

Capabilities:

LSS Project Management

Expert Knowledge LSS Methodology

Trained Facilitator / Trainer

Advanced Analytics

• Mentor 3 GB candidates to

certification (or 2 GB + 5 YB)

• Complete approved Black Belt

level project

• Create BB project presentation

• Complete 5-day DMAIC

training program

• Online test

Green Belt (Sponsored)

Capabilities:

Working Knowledge LSS Methodology

Basic Analytics

• No requirements

• Complete approved Green Belt

level project

• Create GB project deck from

template

• Complete 1-day training

program

• Online Test

Yellow Belt (Lean Practitioner)

Capabilities:

Working Knowledge Lean Principles

Quick Hit Waste Reduction Efforts

• No requirements

• Complete a YB waste reduction

effort within candidates' area

• Complete YB effort deck from

template

• Complete 1-day workshop

Champion Workshops (Lean Six Sigma Project Sponsor)

Capabilities:

Working Knowledge LSS Principles

Sponsoring of LSS Projects

• No requirements • No requirements

Learning Project Mentoring

Once all requirements have been

met, candidate must pass panel

review from MBB Certification Board

Pre-Requisites

• Additional 2 day instruction in

Black Belt level content

• Teach selected modules and

receive training evaluation

• Online test

Black Belt Certification

and

Manager Commitment to

Achieve BB Certification

Yellow Belt Certification

and


Achieve GB Certification


Achieve YB Certification

• No requirements

Green Belt Certification

and


Achieve BB Certification

Revised: 10.02.13

Lean Six Sigma Training Site:

http://eis.suntrust.com/execution/EnterpriseInitiatives/LSS/Pages/default.aspx

LIFT Site

http://eis.suntrust.com/execution/EnterpriseInitiatives/LIFT/Pages/default.aspx

LIFT Mortgage Site

http://home.stm.suntrust.com/LIFT/lift.asp

Yellow Belt Resources

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Yellow Belt Test You will receive an e-mail from LeanSixSigma with a link to the test. If you don’t get it or lose it and

need to ask for it again, send an e-mail to [email protected]. You must get a score of 80%

or higher to pass the test.

Complete Yellow Belt Project Use the template on http://teamsites.suntrust.com/sites/EBPS/resources/ProcessTools/default.aspx

Certification resource materials and information has been posted on

SharePoint sites readily available for Yellow Belt candidates.





mailto:[email protected]

http://teamsites.suntrust.com/sites/EBPS/resources/ProcessTools/default.aspx

lean six sigma yellow belt certification general audience

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