Organizational stakeholders, including customers, suppliers, and employees, have a strong influence on the implementation of Six Sigma projects. The success of Six Sigma deployment in an organization largely depends on the success of individual Six Sigma projects. ![]() It builds on foundational knowledge that is taught in SkillSoft's ASQ-aligned Green Belt curriculum. This course is aligned with the ASQ Certified Six Sigma Black Belt certification exam and is designed to assist learners as part of their exam preparation. In addition, the course deals with changes caused by Six Sigma deployment, resistance to it, and strategies Black Belts can apply to manage change. This course also explores organizational roadblocks and ways to manage them effectively. The course discusses the importance of strategic planning and deployment of Six Sigma projects and Lean initiatives and some of the key tools used for this purpose. Black Belts need to proactively anticipate human responses, overcome them, and lead the organizational change. Six Sigma deployment is a revolutionary strategy and may result in significant organizational changes. Six Sigma Black Belts should be able to identify these roadblocks and deal with them effectively. An organization's culture and its inherent structure, lack of resources, and top leadership support sometimes create organizational roadblocks that may result in deployment failures. A number of strategic analysis and planning tools, such as Hoshin Kanri, feasibility studies, SWOT and PEST analysis, can be used in support of strategic deployment of improvement projects and to enhance their value and effectiveness. Strategic planning of Six Sigma projects and Lean initiatives plays a critical role in their success in an organization deploying them. ![]() ![]() It also explores roles and responsibilities of key stakeholders and qualifications needed for Black Belts for leading Six Sigma teams. This course deals with the key considerations around the selection of Six Sigma, Lean, and continuous improvement projects. As a key Six Sigma stakeholder, Black Belts often lead improvement teams and their skills and qualifications are critical to teams' ability to deliver the expected results. Success of these projects largely depends upon the contribution of a variety of Six Sigma stakeholders. Having decided on the methodology, improvement teams need to determine screening criteria for the selection of most appropriate improvement projects. Organizations need to exercise due diligence to determine if Six Sigma or Lean is the appropriate methodology to employ, or perhaps a less demanding quality and process improvement approach is better suited to meet their needs. It builds on foundational knowledge that is taught in SkillSoft's ASQ-aligned Green Belt curriculum.ĭeployment of Six Sigma, Lean, or another continuous improvement methodology demands major investments of time, effort, and money on behalf of an organization. It also explores relationships among business systems and processes using some practical examples of Lean Six Sigma applications in both manufacturing and service industries. This course introduces Six Sigma and Lean methodologies and looks at the relationship between them. It aims to enhance process flow, reduce cycle time, and eliminate waste. ![]() Lean is also an improvement methodology, but with a different focus. Its goal is to drive process, product, and service improvements for reducing variation and defects. Six Sigma uses a rigorous and systematic methodology known as DMAIC (define, measure, analyze, improve, and control) and a number of qualitative and quantitative tools. Process inputs can be controlled and adjusted to effect significant improvements in process outputs. Six Sigma is a data-driven improvement strategy that views all activities within an organization as processes.
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