Lean Six Sigma Certification Series
James Group approach to Lean / Six Sigma deployment
Lean / Six Sigma deployment is a company wide strategy and a technique to
achieve breakthroughs in productivity gains, PPM reduction, and in cycle time
reduction. Though the training is an important facet of the deployment strategy,
the James Group believes the key to successful implementation is the creation
of a sustainable Lean / Six Sigma Infrastructure.
Lean / Six Sigma Infrastructure
As effective Lean / Six Sigma deployment requires Senior Management training, we will deliver a training
session for the top management to achieve an effective understanding of the Lean / Six Sigma
Breakthrough Strategy and the Lean / Six Sigma Process. This training is followed by the selection of Lean
/ Six Sigma Champions and the delivery of Champion Training.
Lean / Six Sigma Champions are typically persons in a plant and/or organization with Profit and Loss
responsibility. The James Group recommends this be a plant manager in a small plant, or an area manager
in a large plant. Lean / Six Sigma Champions select the projects and become the drivers behind effective
Lean / Six Sigma Deployment Strategies. Project selection is strategically crucial: it is a key deliverable of
the Lean / Six Sigma Champion training.
Champions select projects and potential Black Belts to accomplish them. The potential Black Belts receive
Black Belt training in support of the project and to become certified as Black Belts. The potential Black Belts
work on the Black Belt projects between each weeklong training session. After certification, not only do
they accomplish the project with savings of over $125,000, they are enabled to work on three to four
additional projects. One Certified Black Belt can provide up to $500,000 of savings per year.
The other key to Lean / Six Sigma deployment involves setting of plant-wide goals for productivity
improvement, ppm reduction, lead time and cycle time reduction. Lean/ Six Sigma must integrate into your
organization’s Key Performance Indicators. This is completed through the James Group project selection
process.
_____________________________________________________________________________________
LEAN Certification (click for course description)
Project implementation is based on a specific work cell and/or specific Lean Tool
Criteria
Core Requirements
• Completion of the Lean training program
• Successful Lean project completion of at least one work cell
• Goal achievement and documentation
• Demonstration of key Lean tools
Quantification of achievement of Project Goals
Some examples are:
• Within a work cell, a significant shift in the reduction of defects indicating a 50% improvement
• Reduction of a work cell’s lead time by 50%
• A significant improvement in OEE on a key piece of equipment
• A significant reduction in tooling setup time on a machine or family of machines
At a minimum, successful application of the following key tools on a project:
• SMED, TPM, Continuous Flow, Cellular Manufacturing and Kanban-pull, 5S Work cell
Project Presentation containing data to verify that Project Goals are being achieved to Target and that the
improvement tools were used appropriately
• The Final report submitted 2 weeks after the project is completed
• Following project approval by Champion and the Lean Instructor, candidate’s name is submitted for
Certification
_____________________________________________________________________________________
LEAN BLACKBELT Certification (click for course description)
Project implementation is based on an entire Value Stream: Dock-to-Dock with the application of the
majority or all of the Lean Tools
Criteria
Core Requirements
• Completion of the Lean training program
• Successful Lean Value Stream project completion
• Value Stream Goal achievement and documentation
• Demonstration of key Lean tools
Quantification of achievement of Project Goals – Need to create Breakthroughs
Some examples are:
• Within an entire Value Stream, a significant shift in the reduction of defects indicating a 50%
improvement
• Reduction of an entire Value Stream’s lead time by 50%
• A significant improvement in OTD and/or Build Performance to Plan
• A significant improvement in OEE on a key piece of equipment – achievement goal should be 85%.
However, actual goal attainment may be lower and will require agreement by the Lean Instructor
• A significant increase in inventory turns
At a minimum, successful application of the following key tools on a project
• SMED, TPM, Continuous Flow, Cellular Manufacturing and Kanban-pull, 5S Work cell
• These tools, in conjunction with the Future State Value Stream Map, must achieve Project Goals
Project Presentation containing data to verify that Project Goals are being achieved to Target and that the
improvement tools were used appropriately
• The Final report submitted 2 weeks after the entire project is completed
• Following project approval by Champion and the Lean Instructor, candidate’s name is submitted for
Certification
_____________________________________________________________________________________
LEAN SIX SIGMA BLACKBELT (click for course description)
(Lean Blackbelt Certification with Six Sigma Greenbelt Certification)
Project implementation is based on an entire Value Stream: Dock-to-Dock with the application of the
majority or all of the Lean Tools as well as the application of the Six Sigma DMAIC process and all of its tools
Criteria
Core Requirements
• Completion of the Lean & Six Sigma training program
• Successful Lean Value Stream project completion
• Value Stream Goal achievement and documentation
• Demonstration of key Lean and Six Sigma tools
• Successful passing score (>70%) of Six Sigma Greenbelt exam
Quantification of achievement of Project Goals – Need to create Breakthroughs
Some examples are:
• A DOE resulting in a statistically significant shift in the PPM chart indicating a 75% downward shift in
the mean PPM level
• Reduction of an entire Value Stream’s lead time by 50%
• A significant improvement in OTD and/or Build Performance to Plan
• A significant improvement in OEE on a key piece of equipment – achievement goal should be 85%.
However, actual goal attainment may be lower and will require agreement by the Lean Six Sigma
Instructor
• A significant increase in inventory turns
At a minimum, successful application of the following key tools on a project
• Value Stream Maps, SIPOC, Process FMEA, Cause & Effect Diagram / Matrix, Capability Analysis,
SPC, Gage R&R, DOE, SMED, TPM, Cellular Manufacturing and Kanban-pull
• These tools, in conjunction with the Future State Value Stream Map, must achieve Project Goals
Project Presentation containing data to verify that Project Goals are being achieved to Target and that the
improvement tools were used appropriately
• The Final report submitted 2 weeks after the entire project is completed
• Following project approval by Champion and Master Black Belt, candidate’s name is
submitted for Certification
James Group approach to Lean / Six Sigma deployment
Lean / Six Sigma deployment is a company wide strategy and a technique to
achieve breakthroughs in productivity gains, PPM reduction, and in cycle time
reduction. Though the training is an important facet of the deployment strategy,
the James Group believes the key to successful implementation is the creation
of a sustainable Lean / Six Sigma Infrastructure.
Lean / Six Sigma Infrastructure
As effective Lean / Six Sigma deployment requires Senior Management training, we will deliver a training
session for the top management to achieve an effective understanding of the Lean / Six Sigma
Breakthrough Strategy and the Lean / Six Sigma Process. This training is followed by the selection of Lean
/ Six Sigma Champions and the delivery of Champion Training.
Lean / Six Sigma Champions are typically persons in a plant and/or organization with Profit and Loss
responsibility. The James Group recommends this be a plant manager in a small plant, or an area manager
in a large plant. Lean / Six Sigma Champions select the projects and become the drivers behind effective
Lean / Six Sigma Deployment Strategies. Project selection is strategically crucial: it is a key deliverable of
the Lean / Six Sigma Champion training.
Champions select projects and potential Black Belts to accomplish them. The potential Black Belts receive
Black Belt training in support of the project and to become certified as Black Belts. The potential Black Belts
work on the Black Belt projects between each weeklong training session. After certification, not only do
they accomplish the project with savings of over $125,000, they are enabled to work on three to four
additional projects. One Certified Black Belt can provide up to $500,000 of savings per year.
The other key to Lean / Six Sigma deployment involves setting of plant-wide goals for productivity
improvement, ppm reduction, lead time and cycle time reduction. Lean/ Six Sigma must integrate into your
organization’s Key Performance Indicators. This is completed through the James Group project selection
process.
_____________________________________________________________________________________
LEAN Certification (click for course description)
Project implementation is based on a specific work cell and/or specific Lean Tool
Criteria
Core Requirements
• Completion of the Lean training program
• Successful Lean project completion of at least one work cell
• Goal achievement and documentation
• Demonstration of key Lean tools
Quantification of achievement of Project Goals
Some examples are:
• Within a work cell, a significant shift in the reduction of defects indicating a 50% improvement
• Reduction of a work cell’s lead time by 50%
• A significant improvement in OEE on a key piece of equipment
• A significant reduction in tooling setup time on a machine or family of machines
At a minimum, successful application of the following key tools on a project:
• SMED, TPM, Continuous Flow, Cellular Manufacturing and Kanban-pull, 5S Work cell
Project Presentation containing data to verify that Project Goals are being achieved to Target and that the
improvement tools were used appropriately
• The Final report submitted 2 weeks after the project is completed
• Following project approval by Champion and the Lean Instructor, candidate’s name is submitted for
Certification
_____________________________________________________________________________________
LEAN BLACKBELT Certification (click for course description)
Project implementation is based on an entire Value Stream: Dock-to-Dock with the application of the
majority or all of the Lean Tools
Criteria
Core Requirements
• Completion of the Lean training program
• Successful Lean Value Stream project completion
• Value Stream Goal achievement and documentation
• Demonstration of key Lean tools
Quantification of achievement of Project Goals – Need to create Breakthroughs
Some examples are:
• Within an entire Value Stream, a significant shift in the reduction of defects indicating a 50%
improvement
• Reduction of an entire Value Stream’s lead time by 50%
• A significant improvement in OTD and/or Build Performance to Plan
• A significant improvement in OEE on a key piece of equipment – achievement goal should be 85%.
However, actual goal attainment may be lower and will require agreement by the Lean Instructor
• A significant increase in inventory turns
At a minimum, successful application of the following key tools on a project
• SMED, TPM, Continuous Flow, Cellular Manufacturing and Kanban-pull, 5S Work cell
• These tools, in conjunction with the Future State Value Stream Map, must achieve Project Goals
Project Presentation containing data to verify that Project Goals are being achieved to Target and that the
improvement tools were used appropriately
• The Final report submitted 2 weeks after the entire project is completed
• Following project approval by Champion and the Lean Instructor, candidate’s name is submitted for
Certification
_____________________________________________________________________________________
LEAN SIX SIGMA BLACKBELT (click for course description)
(Lean Blackbelt Certification with Six Sigma Greenbelt Certification)
Project implementation is based on an entire Value Stream: Dock-to-Dock with the application of the
majority or all of the Lean Tools as well as the application of the Six Sigma DMAIC process and all of its tools
Criteria
Core Requirements
• Completion of the Lean & Six Sigma training program
• Successful Lean Value Stream project completion
• Value Stream Goal achievement and documentation
• Demonstration of key Lean and Six Sigma tools
• Successful passing score (>70%) of Six Sigma Greenbelt exam
Quantification of achievement of Project Goals – Need to create Breakthroughs
Some examples are:
• A DOE resulting in a statistically significant shift in the PPM chart indicating a 75% downward shift in
the mean PPM level
• Reduction of an entire Value Stream’s lead time by 50%
• A significant improvement in OTD and/or Build Performance to Plan
• A significant improvement in OEE on a key piece of equipment – achievement goal should be 85%.
However, actual goal attainment may be lower and will require agreement by the Lean Six Sigma
Instructor
• A significant increase in inventory turns
At a minimum, successful application of the following key tools on a project
• Value Stream Maps, SIPOC, Process FMEA, Cause & Effect Diagram / Matrix, Capability Analysis,
SPC, Gage R&R, DOE, SMED, TPM, Cellular Manufacturing and Kanban-pull
• These tools, in conjunction with the Future State Value Stream Map, must achieve Project Goals
Project Presentation containing data to verify that Project Goals are being achieved to Target and that the
improvement tools were used appropriately
• The Final report submitted 2 weeks after the entire project is completed
• Following project approval by Champion and Master Black Belt, candidate’s name is
submitted for Certification
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