SIX SIGMA FUNCTIONAL CERTIFICATE: In Motorola in the late 1980s, Six Sigma was first produced. Bill Smith, a methodological engineer, invented the technique to improve the operation of consistency and measurement instruments in order to minimize mistakes. The Motorola systems accepted unnecessary waste, refurbishment, maintenance of tests, and also customer frustration.
In approach Six Sigma, everything that caused variation in the process was identified and eliminated. If the variation is over, the results of the process can be predicted precisely – every time. The system is designed to remove these precise, predictable results from the customer’s point of view in the zone of acceptable performance.
Yet Motorola’s engineers went a step forward. They learned from experience that many improvements in procedures were not successful because the root cause of the issue was not solved. The changes they made would also not stick, as the operators would return over time to doing things in an original way. In order to address these problems, Six Sigma was organized into five phases. The Six Sigma functional certificate is usually issued after the successful completion of the six sigma project.
What is Lean Six Sigma?
Lean Six Sigma is a methodology to improve the process to solve problems, remove waste and inefficiency, and improve working conditions so that customers can meet their needs more effectively. It integrates the Lean and Six Sigma techniques, methods, and principles into one common and effective approach to improving the operation of your business.
The team-based approach from Lean Six Sigma has demonstrated the results for businesses around the world to maximize efficiency and dramatically enhance profitability.
Key Elements of Lean Six Sigma Certification
- The Tools and Techniques
The complete set of tools and techniques for analyzing and identifying problems
- The Process and Methodologies
A collection of steps to ensure that the real root causes are found and that a solution is completely enforced with the use of problem-solving methods.
- The Culture and Mindset
A way of looking at things that use data and processes for achieving and continuously improving the operational performance goals
The three elements are mutually reinforcing. Analytical techniques are not effectively used when they are implemented in a method and an approach to developing them constantly establishing their need. The desired results are not achieved by an improvement process without the tools and techniques which define the activity of the process steps, and without there being a culture that insists on the systemic approach for problem-solving.
Finally, if no resources, research methods, or processes or methodologies are available to coordinate and prioritize improvement activities, a community that is directed at quality improvement would be frustrated.
There is no centralized authority at global level which manages the
Lean Six Sigma Training & Certifications are managed without centralized authority at the global level. There are some prominent Accrediting bodies like CSSC i.e. Council of Six Sigma Certification, IASSC i.e. International Association for Six Sigma, ASQ i.e. American Society for Quality, etc.
In general, the Learners complete their training with the Training Providers and then undertake an Examination by these Accrediting Bodies to further obtain their respective Certifications. Some Lean Six Sigma Training Providers have been found to use the names of such Accreditation Providers illegally. It is therefore often advisable to check and verify whether the training provider is truly accredited by a respective body. A list of Accredited Training Providers can easily be found on their official websites. The Lean Six Sigma certificates are of two types. Let us have a look at them.
Lean Six Sigma Certificates and Their Types
- The Training Completion Certificate
- Six Sigma Functional Certificate
Many training programs do focus on delivering theory, hardly leaving scope for the practical applications of Six Sigma. Also, the Assessment system depends on the final examination usually of the multiple-choice pattern.
This examination only tests the memory of learners and also strictly limits for assessing the amount of learning that actually takes place. The Training completion certificate is usually issued when this type of Lean Six Sigma training model is referred to ‘Training Completion Certificate’ that surely has less value than other certificate types i.e. the Six Sigma functional certificate.
Very few training programs do emphasize the practical application of knowledge which is shared during theory sessions. The Assessment depends on the proficiency exam and the six sigma project where the learners apply the Six Sigma for addressing the real-life problems. In other words, the Six Sigma Functional Certificate is issued for the successful completion of the Six Sigma Black Belt Project.
Exam and Certification
After the training & AWYL activities have successfully completed over 42 chapters, the learners must participate in the final competence test of a 1 point Multiple Choice Pattern. The total score for the Black Belt Test is 140. Immediately after the test, students will be issued an Internationally Accredited Lean Six Sigma Black Belt Functional Certificate by CSSC (USA). If the trainee is not satisfied with the grade secured, he/she can re-appear for the test.
Lean and Six Sigma were combined together because they are complementary, although different. The similarities make it possible for them to mesh well. The differences ensure that analytical instruments and solution solutions are available to improve the method, product, or service. It can be done at the same time with the same process, product, or service due to the similarities between both types of analytics.
Similarities Between Six Sigma and Lean
Both are based on a value definition based on the experience of the customers. In order to understand the process, both use a process flow mapping approach. Even if the research is based on a product or service, the development and distribution of that product or service are related to the process.
Both rely on data for the current performance assessment and the future performance impact assessment. In a Lean Six Sigma project, the data collected can frequently be used both for Lean analysis and Six Sigma analysis. Trust in data leads to determining the true root cause.
The two are based on a definition of value depending on customer experience.
Both use a process flow mapping approach for understanding this process. The development and the distribution of this product/service is involved in the process, even though research focuses on either a product or service.
Both of these depend on data for the current assessment of results and for the potential impact assessment. The collected data can be used frequently in a Lean Six Sigma project for both the Lean analysis and the Six Sigma analysis. Confidence in data leads to a real root cause.
Improvements depending on both the approaches will usually reduce waste as well as reduce the variation. The elimination of redundant measures and activities removes sources of variability, eliminates unnecessary process capacities and processes related to adaptation.
Both approaches differ from each other. Both the differences don’t create any issue instead do provide different paths that could be used in reaching a similar destination.
A Lean Six Sigma project must allow the nature of the defect that is defined by customer value and current process state, product state, or service dictate that set of tools are appropriate. The last solution is the hybrid combination of both the six sigma improvements and the Lean improvements.
Differences Between Lean and Six Sigma
The specific emphasis for problem detection – Lean is based on waste and Six Sigma is based on variance, any deviation from the target results.
Various techniques and types– Lean makes use of the visual techniques for the analysis and the solution creation which supports data analysis.
Six Sigma mainly uses analysis and solution generation statistical techniques supported by data visualization. It indeed leads to the misconception which Lean is easier in understanding rather than Six Sigma as the Lean’s visual analysis is quite easier in understanding, whereas the numerical analysis of Six Sigma intimidates others.
The fact is that even with today’s analytical support methods all forms of analysis are simple to perform.
Various kinds of solution documentation-a revised value stream map documents the Lean solution which leads to workflow changes and changes often in working instructions in many steps. Changes in setup procedures and a control plan to monitor the process and react to variations are documented for the Six Sigma solution. It will also influence instructions for work and often lead to changes in the approach or systems to measurement.
In many ways, both approaches are compatible, so that a single methodology could be easily integrated to achieve a synergistic effect. As is generally practiced, Lean Six Sigma avoids many other pitfalls from previous failures.