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Fujitsu, global bank, construction industry, retail, insurance, manufacturing, metals…….
Contents Page
Foreword ...................................................................................................................................... iv
Introduction .................................................................................................................................. v
1 Scope ................................................................................................................................ 1
2 Normative references ..................................................................................................... 1
3 Terms and definitions ..................................................................................................... 1
4 Competency of key Six Sigma, Lean, and Lean & Six Sigma personnel .................. 2
5 Adequacy of an organisation with regards to its Six Sigma, Lean or Lean & Six Sigma approach and deployment.................................................................................. 3
6 Resource management ................................................................................................... 3
Annex A – Six Sigma ................................................................................................................... 6
Annex B – Lean .......................................................................................................................... 31
Annex C – Lean & Six Sigma .................................................................................................... 56 [email protected]
o Interpersonal and team leadership skills.
oMotivating others.
o Numeracy.o Practical problem solving (opportunity realisation).o Presentation and reporting skills.o Process thinking skills. o Project management.o Risk analysis.o Self-review and development.o Six Sigma tools.o Stakeholder management.o Statistical concepts.o Statistical software use.o Sustainability and control.
7. Workplace optimisation.
8. Team based process improvement/problem solving.
9. Implementing Lean approaches.
10. Analysis of data.
11. Risk Analysis.
12. Sustainment.
13. Motivating others
14. Managing productive time.
15. Workload planning.
16. Self-review and self-development.
17. Lean techniques.
18. Presentation & reporting skills.
There are three levels of practitioner in Lean & Six Sigma.C1: Lean & Six Sigma Green Belt The competencies for this level of expertise comprise the combined competencies of Green Belt in Six Sigma AND Practitioner in Lean.Refer to Annex A table A1 and Annex B table B1.
C2: Lean & Six Sigma Black Belt The competencies for this level of expertise comprise the combined competencies of Black Belt in Six Sigma AND Leader in Lean.Refer to Annex A table A2 and Annex B table B2.
C3: Lean & Six Sigma Master Black Belt The competencies for this level of expertise comprise the combined competencies of Master Black Belt in Six Sigma AND Expert in Lean.Refer to Annex A table A3 and Annex B table B3.
Practising in Your Role & Documenting Your Application for Certification
• You need to ensure and evidence an appropriate breadth and depth of practice experience in order to document your application for certification.
• As part of this, you need to ensure that you not only provide evidence of practice in relation to understanding and applying the required 18 Lean competencies and/or the 23 Six Sigma competences in ISO18404, but also, where appropriate, of managing and training these competences.
• The requirements for this in ISO18404 for the three levels of Six Sigma Belts and their Lean equivalent are complex, and you should refer to the standard for full details.
• Considerable Abuse, accidental & intentional• Varied quality of provision & approaches• No international recognised standards or
approaches• Big lucrative provision, training & certification
market• Some bad Lean & Six Sigma out there, plus bad
training• High risk to organisations and individuals
lacking understanding
Does Lean Need An ISO Standard?
• ISO18404 as an international ISO standard for Lean & Six Sigma practice provides:• A good practice reference source & standard as to what
is expected• A management system to help ensure that the Lean
implementation ‘doesn't lose its way’• An opportunity for individuals & organisations to be
recognised as meeting international standards• A ‘lock in’ to ‘keeping the eye on the ball’ as
management wont generally like to lose a standard once certified.
Does Lean Need An ISO Standard?
Does Lean Need An ISO Standard?
BUT …..
Just because something CAN be done badly, does NOT mean that it isn’t a good idea
Does Lean Need An ISO Standard?
Just because something CAN be done badly, does NOT mean that it isn’t a good idea
Does Lean Need An ISO Standard?
Just because something CAN be done badly, does NOT mean that it isn’t a good idea
BUT it does need to be done carefully…
Does Lean Need An ISO Standard?
Just because something CAN be done badly, does NOT mean that it isn’t a good idea
BUT it does need to be done carefully…
Make sure the management system is implemented in such a way that the system;
• is purpose-built for the nature of the organisation, as well as the requirements of the applicable standard.
• no more onerous and restrictive than is necessary to meet the requirements of the standard it is built to meet.
• understood & supported by everyone.
• incorporates appropriate training to support the implementation.
• is integrated as appropriate in terms of common requirements, such as document control, internal audit and keeping records, with any other organizational management systems
