|
Jay Arthur
888-468-1537
303-756-9144
KnowWare
International, Inc.
DBA LifeStar
2253 S. Oneida
Ste 3D
Denver, CO 80224
We help people think!
Copyright © 2008
|
|
Greenbelt and Blackbelt Certification Criteria
We certify Six Sigma Greenbelts and Blackbelts based on the application
of Six Sigma methods and tools to a real project in your business. Here's
how it works:
- Complete a project using Six Sigma methods and tools.
- Submit a case study of the project along with your certification fee.
- We will review the case study, provide feedback and coaching and certify
you when the case study meets the requirements.
- Greenbelt Certification - $995. Requires 1 project.
- Blackbelt Certification - $1,495. Requires two projects, a Green Belt
level project and a more advanced project using the tools of Design
for Six Sigma.
Case Study Requirements
- Please remove all company names and substitute industry
names. (e.g., Sam's Printing becomes Printing.)
- Provide a one-two page written description of the
case study
- How initiated?
- Measurements used?
- Baseline performance
- Targets for improvement?
- Team formation and duration
- Tools used
- Results of improved performance
- Show the before and after state of the
process using the Six Sigma tools (see below).
- Send the case study in MS Word (text), Excel (data
and charts), and PDF files preferably with one printed copy of the example
with all supporting data. If your case study was done with tools other
than the QI Macros, please send the files and raw data.
- Problem Solving
- Define and Measure
(line/run/control chart and pareto charts)
The pareto chart should be a direct descendant of the line graph.
If you're counting defects on the line graph, the pareto chart should
analyze the types of defects, not the cost, size, width or
weight of the defective samples.
If you're measuring billing adjustments in dollars, the pareto chart
should show types of adjustments in dollars.
- Analyze
(Ishikawa and solutions selected)
 
The problem statement in the head of the fish should be directly
related to the "big bar" on the pareto chart created in
the previous step.
If, for some reason you choose to use the tiny third bar instead,
you'd better have a very good reason (like you've already analyzed
bars one and two). Otherwise it looks like you're working backward
from your gut-feel solution to create the data to justify your improvement
story.
- Improve
(line/run/control chart and pareto charts)
These better be continuations of the line and pareto charts from
the define step and they'd better show improvement. Otherwise, you
didn't find and fix the real root cause.
- Control
(Improved flowchart with charts for monitoring stability and
capability)
 
The control chart used to monitor the process in the future should
use the same data as the line graph in the define and improve steps.
If your project is a blackbelt project, include one of the DFSS Tools.
- DFSS (QFD House of Quality)
- Design of Experiments
- Measurement Systems Analysis - Gage R&R
 
Send your Six Sigma Case Study to:
Email: lifestar@rmi.net
Mail: LifeStar, 2253 S Oneida St Ste 3D, Denver, CO 80224
For additional clarification,
call 888-468-1537 or 303-756-9144
© 2008 Jay Arthur, the KnowWare® Man, works with managers who want
to plug the leaks in their cash flow.
Hire Jay Arthur to train your staff
in his one-day Lean Six Sigma Workshop!
Contact Jay at (888) 468-1537, lifestar@rmi.net.
Rights to reprint this article in company periodicals is freely given with
the inclusion of the following tag line: "© 2008 Jay Arthur, the KnowWare®
Man, (888) 468-1537, lifestar@rmi.net."
 Want
to increase your profits and slash costs by $250,000? Consider our risk-free
trial of the Complete Lean
Six Sigma System (#490)
To
subscribe to this Ezine, go to http://www.qimacros.com/freestuff.html
|
|
Download
FREE
30-Day
Trial
Or Buy It Now!
Unconditional
90-Day
Money-Back
Guarantee
|
view cart · contact 
view cart | contact