Lean Six Sigma training must focus on competency in applying it, if it is to avoid the demise of TQM.

Suppose I took you aside for one or two weeks and taught you how to use every single tool in a motor mechanic’s toolkit. As a tradesman I could show you how to use a torque wrench so you correctly tension bolts and nuts, how to use ring spanners so you don’t skin your knuckles or round off the heads of different bolts and even how to use a reaming tool to safely and effectively polish a steel brake cylinder. Would you consider yourself a motor mechanic after that experience? Of course not, you and I both know it would be ridiculous to make such a claim.

What would it take before you would be considered competent enough to be able to use the qualification?

A Motor Mechanic qualification is only given after a person has learnt not only how to use each tool, but when they demonstrate the ability to: (1) Make decisions about which tools to use when confronted with different mechanical problems; (2) Apply the tools and processes in the dynamics of an actual work environment; and (3) Achieve and maintain new levels of performance as a result of their work.

Would you consider yourself a doctor after learning how to use each of the tools used in surgery? Would you consider someone to be a dentist after they learn how to use the tools of dentistry? More importantly, would you go to a dentist who had just learnt how to operate dentistry implements? Of course we wouldn’t for the same reasons.

It seems to me that in the world of business improvement, in particular Lean Six Sigma Training, there has been a shift in some quarters away from this competency based thinking. There are so many providers of Lean Six Sigma Training these days that we are overwhelmed with offerings. It seems like every consulting company has got on the band wagon. Correspondingly, the duration of Lean Six Sigma Training offered for project team leaders varies greatly. For example, advertised Black Belt training can range from as long as six weeks of face-to-face delivery to as short as five days to get a certificate as a qualified Black Belt. I still struggle to work out how the latter can be genuinely achieved!

Learning to become a competent Black Belt or Green Belt is like learning a trade. When we had our Lean Six Sigma Training programs accredited with the national training body in Australia that certifies all formal tertiary qualifications, I was not surprised that the Black Belt program met the requirements for an Advanced Diploma qualification.

We all must recognise that competency in the tools is not what was intended with these qualifications. Someone who does a bit of online learning and few days of face-to-face training in the tools and key concepts may end up with an understanding of Lean Six Sigma and its tools. That does not set them up to be a qualified practitioner. Learning the tools does not make the Black Belt or Green Belt.

Competent Black or Green Belts are people who can describe and use the tools relevant to their level of qualification in the context of the processes that are core to their business. They can also effectively facilitate an improvement project within the challenges of working with a project team, generate and analyse data using advanced statistical methods appropriate to the outcome they are seeking, facilitate the generation of creative solutions from those who work with the process, and manage the challenges of building sustainable commitment to change in a dynamic environment.

To be able to demonstrate this type of competency requires hands on training in an environment where they have to work with other people. It requires a good deal of coaching, mentoring and application of the tools and concepts under the constraints and limitations of day-to-day business.

The goal of any Lean Six Sigma Training must be the achievement of results and that only comes through competent application of the methodology. World-class providers of Lean Six Sigma Training do not issue certificates or qualifications without competency or results, so be cautious of anyone claiming to be able to accelerate the issuing of qualifications in Six Sigma. They may be teaching people some tools, but if you are considering buying their product take the time to assess whether or not they are teaching people to become competent practitioners.

‘Just as a toolkit does not maketh the motor mechanic, the Lean Six Sigma process and tools do not maketh a Six Sigma practitioner.’’

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Visit Soarent Vision’s website to learn more about how that company is raising the bar with competency based Lean Six Sigma Training – http://www.soarent.com.au/lean-six-sigma-training

It’s finally here … Lean Six Sigma Training that results in a qualification the equivalent of TWO THIRDS OF A BACHELOR DEGREE.

Did you know there are no real standards applied to Lean Six Sigma training today? Well at Soarent Vision, we’ve done something about that.

I am so pleased to announce the formal accreditation of our Lean Six Sigma training program within the Australian national training body (Australian Qualifications Framework).

Not only does this course offer a complete package of Lean Six Sigma training, it also offers what are arguably the highest level qualifications available for Lean Six Sigma practitioners in the world today.

(a) Advanced Diploma in Business Improvement Leadership

(b) Diploma in Business Improvement Leadership

This competency based certification course is:

(a) governed within the same framework as a bachelor degree, masters degree and doctorate qualification

(b) designed to produce value for any company hosting a course participant

(c) intended to give the holder due recognition of their level of competence

Commonly Asked Questions

Q. How do I obtain one of these qualifications?

Q. Do I have to complete Soarent Vision’s training program to get one of these qualifications?

Q. How is the training structured?

Q. How much does the training cost?

Q. What does it cost to just get the qualification based on my past training and experience?

To find the answers to those questions, scroll down to the bottom of this blog.

Access to Training

Our next cycle of training begins in July in Brisbane (Qld) and in September in Perth (WA).

If you would like to discuss how you can utilise or access these qualifications within your organisation, please contact us at home@soarent.com.au or call us on 61-7-3279 3070.

I’ll update you again very soon.

George Lee Sye

————-  COMMON QUESTIONS  ————-

Q1. How are these qualifications different from the rest of the industry?

Firstly, these qualifications are governed by an independent, professional training body; the same body that governs the issue of bachelor degrees, masters degrees and doctorates. As such the process of certification ensures the competency of those seeking qualifications, not just regurgitation of information.

Secondly, the quality of the course structure and delivery of the content has never been compromised in order to offer a shorter, cheaper training option. The courses have been structured in such a way that core skills and knowledge are layered in and then embedded through workplace application, and genuine value is created for both the participant and the sponsor company.

Thirdly, the program was not developed to train people and issue certificates. It was designed to develop practitioners who can enter any industry and successfully lead a value adding improvement project using whatever improvement methodology is relevant – lean or six sigma or problem solving methods or even just facilitation.

Q2. How do I obtain one of these qualifications?

Option 1: You attend and complete the Soarent Vision Lean Six Sigma Training Program to the level desired (Diploma or Advanced Diploma). You then demonstrate competency against all certification criteria through workplace application.

Option 2: If you have already completed some formal training in Lean Six Sigma and have industry experience, you can pursue certification under a process called Recognition of Prior Learning (RPL). It requires that you provide evidence of competency against all certification criteria.

Q3. Do I have to complete Soarent Vision’s training program to get certified?

No. You can pursue competency certification under a the Recognition of Prior Learning (RPL) process. It will require that you have participated in formal training in the methodologies of Lean and Six Sigma.

Q4. How is the training structured?

The program is comprised of 6 individual courses. These are layered in such a way that the most learning can be taken away from the course and applied immediately in the workplace. For detailed information go to THIS PAGE where you can get access to the course handbook.

Q5. How much does the training cost?

Soarent Vision offers both early bird rates for individual courses and full qualification package specials (Diploma and Advanced Diploma). For detailed information go to THIS PAGE where you can get access to the course pricing schedule.

Q6. What will my investment be to just get the qualification based on my past training and experience?

RPL packages will be made available to lean six sigma practitioners who have not been trained by Soarent Vision. These can be accessed directly from our online shop as soon as the packages have been updated.  CLICK HERE to view any RPL packages available now.

Q7. What are my next steps?

Download the course handbook and pricing schedule (utilise the links above) so you understand the content and investment required. We will circulate information via email as we update the certification handbook and finalise the packages.

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Using an accelerated approach, projects can take as little as one week to complete. This requires good planning, participation by the key stakeholders and a commitment to rapidly working through the DMAIC logic to make sustainable improvements to process performance.

For many middle and senior managers who are considering business improvement initiatives, the thought of committing resources to a three- or four-month Six Sigma project can be a daunting. Many managers feel they are already working “flat out” and don’t have the people to spare.

Others understand the reality that projects can sometimes stretch out to eight or 12 months, as team members are periodically withdrawn from project work to take on other tasks within the organization. As projects take longer and longer to complete, the credibility of the improvement initiative begins to erode, and even the project team leaders themselves can start to lose their desire to finish the project work.

However, something can be done to minimize the chance of this occurring. By following an accelerated approach, involving highly structured and dedicated team meetings, practitioners can work to keep their projects within a reasonable time frame, and in turn build support for their Six Sigma deployment.

Read the rest of this article here.

I’m very excited to reveal we are in the process of finalising the delivery of our Lean Six Sigma Training program in Perth, Western Australia. The reputation of our Academy of Process Mastery has grown to the point where this education program and our Lean Six Sigma qualifications are now sought out by practitioners all over the country, and it now makes sense to position it on the west coast of Australia.

To learn more about soarent Vision’s Lean Six Sigma Training program, visit the website here – http://www.soarent.com.au/lean-six-sigma-training

The business improvement industry is not governed and is so fragmented it’s creating the situation where anybody can enter it as a consultant and even trainer … regardless of qualifications, experience and competency.

What I am really concerned about is the fact that approximately 80 percent of companies that implement a formal business improvement initiative do not succeed and end up shutting it down. Lots of people are being trained, large numbers of independent consultants are offering business improvement expertise, and consulting companies are offering business improvement packages to their clients …. and yet the failure rate remains high. So what’s wrong?

One of the contributing factors is the lack of standards for training and certification. And I think its about time we did something to change that. So let’s talk about something I believe we do very well - competency certification for Lean Six Sigma practitioners.

For any certification process to be worthwhile and serve clients and the industry in the long-term, it should have these characteristics.

1. A qualification is only issued when COMPETENCY is evident (as opposed to just course participation)
2. Participants MUST APPLY KNOWLEDGE in industry and in a workplace context
3. Participants MUST GENERATE A RETURN because of their application of learnings for their sponsoring company
4. The BODY OF KNOWLEDGE for certification is drawn from a credible source
5. The BODY OF KNOWLEDGE for certification is current and relevant
6. ASSESSORS have demonstrated at least the same level of competency as that being assessed
7. The process of certification is regularly AUDITED by a credible third party or governing body

What are the benefits of formal Lean Six Sigma competency certification?

When competency certification is formalised and has the characteristics listed above, the benefits may include:

• The participant is able to GENERATE RESULTS consistently regardless of industry or context (not just use tools)
• The company concerned realises a benefit and training becomes an INVESTMENT, not a cost
• The business improvement program of the company concerned has greater CREDIBILITY for investors
• If it is a nationally recognised level of award, it could be used in application for higher TERTIARY LEVEL EDUCATION
• A formal process provides much greater CREDIBILITY for the individual’s Lean Six Sigma qualification
• The participant experiences increased EMPLOYMENT PROSPECTS
• They stand out amongst their improvement INDUSTRY PEERS
• Any GAPS in existing business improvement education can be filled

At Soarent Vision we take the certification process very seriously.

We now offer Lean Six Sigma qualifications up to and including the level of Advanced Diploma in Business Quality Improvement under the Australian Qualifications Framework.

Click HERE if you would like to know more about Soarent Vision’s Lean Six Sigma Certification program.

Click HERE if you would like to know more about the Master Black Belt certification process.

Until next time, take care

George Lee Sye

If there is one thing that drives me crazy today its the endless number of professional training organisations getting on the ‘Lean Six Sigma Education’ bandwagon. Great work by the leaders of those businesses ….. responding to trends, changing strategy to meet market demand, developing and offering products that customers seem to be wanting.

BUT … is this only about them and not the customer?

What if the customer is unable to determine whether or not the product is actually any good? Is the product training or is the product actually business improvement? Training and business improvement don’t necessarily go hand in hand.  Let me give you an example to help explain what I mean.

A training organisation offers Lean Six Sigma education at a competitive price. Not only is it cheaper, this particular product can be completed in a much shorter time than many other offerings, even as fast as 7 days or even 5 days.

Companies place their people on the course and they receive their attendance certificates.

They return to their company to apply their new found knowledge thinking they have the ability now to lead improvement projects using the array of Lean Six Sigma tools they were just taught, and generate massive returns for their company.

Here’s the reality, most companies … most companies today are struggling to get value out of the education their people are being given and it is killing the perceived value of Lean Six Sigma in many quarters of business.

Do you want to know what the problem with public training is?

You are being offered cheaper, shorter time frame training because the company offering it is unable to generate a return for you. So training is the product and COST and TIME become the differentiating factor. As long as COST is the primary issue, it is unlikely to become an INVESTMENT with a reportable return. Lean Six Sigma costs should only be relevant in the calculation of your return on investment.

You are being offered training by professional training organisations such as Universities. As strange as this might seem, many of these training courses do not result in a formally recognised qualification; instead the participant receives a local qualification that is not part of any governance framework. The perception of value is created by the aura of training at a University.

On the job mentoring is one of the most important elements in making Lean Six Sigma education work. The most successful companies in the world continually apply mentoring programs. Just like an MBA never guarantees competent leadership, Lean Six Sigma education without an appropriate operating system can never guarantee a benefit.

The hardest factor to deal with is not the technical aspects of process improvement. The hardest factor to deal with is people. And the training being offered mostly focuses on that which is easy to teach – technical elements and tools.

Let me leave you with a few thoughts.

SHEEP DIPPING, in other words training lots of people in Lean Six Sigma, will never guarantee your success. In fact it can turn an improvement initiative into a liability that financially hurts the company.

Be very clear about WHAT YOU WANT TO ACHIEVE (e.g. increase margins by 5 percent) rather than what you want to do (e.g. implement lean six sigma, train people etc) and understand how any education contributes to that outcome.

Lean Six Sigma education MAY NOT BE WHAT YOU NEED right now. Your most rapid returns may well be generated through project leadership support from highly competent professionals.