1. What is Lean / Six Sigma?
2. How are Lean and Six Sigma different?
3. Where did “Lean” come from?
4. Where did “Six Sigma” Come from?
5. Does Lean/Six Sigma apply to non-manufacturing processes?
6. What does it cost for your Black Belt and Green Belt Programs?
7. What is the difference between a WhiteBelt? GreenBelt? BlackBelt? Master BlackBelt? Champion?
8. How long does it take to become certified as a GreenBelt, BlackBelt or Master BlackBelt?
9. How do I get “certified” as a GreenBelt, BlackBelt or Master BlackBelt?
10. Are there pre-requisites for these Certificate Programs?
11. Do I need a GreenBelt to get my BlackBelt?
12. Do I need to be an expert in statistics to become a BlackBelt?
13. I have completed Black Belt or Green Belt training at another institution. How can I get certified by NGS?
14. My company/organization is interested in deploying lean / six sigma. Does NGS provide customized services?
15. Does NGS use specific software in its programs?
    
    For NGS Alumni
16. Can I get credit for having been in other NGS programs?
17. It has been a long time since I last took a course with NGS. Is my time in class still applicable?
18. Can I use my Masters Business Project (MBP) project for Certification?
19. What are some companies that NGS has worked with on Lean/Six Sigma?

What is Lean / Six Sigma?

• Even though the terms “Lean” and “Six Sigma” are popular and commonly used terms, defining them is not as simple a task as one might expect. They work hand-in-hand- with each other as quality management and process improvement tools and methodologies.
• At NGS, we define “Lean” as the re-alignment of resources and systematic elimination of waste to deliver value to the customer faster, better and more consistently
• If you continuously remove the “fat” and waste in your systems, you are left with only the “meat” or valuable parts leading to “lean” and healthy systems. Lean focuses on continuously removing non-value add steps, reducing cycle times and increasing inventory turns
• We define “Six Sigma” to be:
• a philosophy of methodically thoroughly finding, reducing and controlling process variation at the root cause total-cost system level using analytical, measurement-based, statistical methods
• a reference to a performance standard of producing only 3 defects per million products shipped or services performed
• a methodology that uses the Define-Measure-Analyze-Improve-Control (DMAIC) model to find and solve performance problems through projects and practical application of the process improvement lessons and tools learned
• a program that includes structure and infrastructure that supports, promotes and advises workers and mangers who are practitioners and champions of process improvement activities

How are Lean and Six Sigma different?

• One way to explain the difference is to compare “Lean’s ” approach of “inch-deep, mile-wide” to “Six Sigma’s” approach of “inch-wide, mile-deep.”
• Lean and Six Sigma are most effective and complementary when applied together to produce both incremental and breakthrough results.   Lean focuses on eliminating non-value added activity and process steps: eliminate unneeded steps and inventory to reduce flow times and inventory turns. Six Sigma focuses on reducing variation from value-added process steps remaining: increase process capability and yield.

Where did “Lean” come from?

• The term “Lean” was coined by James Womack, Dan Jones and Daniel Roos in their 1992 book “The Machine that Changed the World”.  Womack and Jones are often referred to as the “fathers” of lean because of the work and passion they continue to offer in the field of process improvement. Womack, Jones, and Roos “explain lean production to the world for the first time, and discuss its profound implications for society. It is based on the largest and most thorough study ever undertaken in any industry: the MIT five-million-dollar, five-year, fourteen-country International Motor Vehicle Program’s study of the worldwide auto industry.”  The book was “… written at an historic time in the evolution from mass to lean production …”. (These quotes were taken from a review of the book, found on the Lean Enterprise Institute’s web site: “lean.org”).
• In a follow up book, “Lean Thinking“ published in 1996 and updated in 2003, Womack and Jones explain more about the Toyota Production System and Lean. “The ultimate goal, according to the authors, is the reduction of waste. To achieve this, a company must look at what creates value and eliminate all other activities.” (This quote was taken from a review of the book, found on the Lean Enterprise Institute’s web site: “lean.org”).

Where did “Six Sigma” Come from?

• Six Sigma is another result of studying the methods of successful Japanese companies. In the 1980’s, Dr. Michael Harry and others researched these successes in variance reduction and formed them into the “Six Sigma” programs that we are familiar with today.   In the 1980’s, Engineers and Management at Intel, Motorola and other companies realized that variance reduction and lower defect rates were one of the keys to the success of Japanese competitors.  One must consider the Total Cost of Poor Quality” by increasing predictability, accuracy and precision of your processes. Competitors were performing at “6 Sigma” levels – 99.99966% yield or 3 defects per million – compared to generally accepted “3 Sigma” levels - 99% yield or 10,000 defects per million.
• Today, “Six Sigma” programs focus on reducing variation in the value-add part of the processes.   Experts and facilitators guide and advise workers and mangers who are trained/certified as practitioners - Master/Black/Green/White Belts – and supporters Champions, technical support people, process improvement steering committees/groups

Does Lean/Six Sigma apply to non-manufacturing processes?

• Absolutely.  Some of the greatest successes we have seen are in the transactional, business process areas that all organizations have. Business processes have inputs, interactions and outputs just like manufacturing processes do.  The same principles, methods and tools are applied. A comment from one of our GreenBelt customers from a state human services department was: “ I was surprised at how easily and effectively these methods applied to our operations, both with projects and when generally applied.”
• Areas other than manufacturing where we have applied Lean/Six Sigma:
• Software development, marketing, business development, call centers, military, government, academic, running effective meetings, …
• small (one person) to large (26,000 people) businesses

What does it cost for your Black Belt and Green Belt Programs?
See the BlackBelt Details page.

What is the difference between a WhiteBelt? GreenBelt? BlackBelt? Master BlackBelt? Champion?

• WhiteBelts are expected to be able to use some of the process improvement tools and to be members of improvement project teams
• GreenBelts confidently apply process improvement tools and work on team-based tactical projects within their work group.  They are certified once they complete the course requirements including practically applying the tools and lessons learned in a project that has tangible measurable results
• BlackBelts lead change while confidently applying and adapting process improvement tools in strategic projects across their organization.  They are also certified once they complete the course requirements including practically applying the tools and lessons learned in an individual project that has significant measurable results
• Master BlackBelts focus on teaching, coaching (application of the tools and methods), mentoring (developing people) and building and managing programs for process improvement
• Champions provide resources, leadership and support for projects and process improvement programs.  They develop strategies for process improvement and develop processes for selecting appropriate metrics, targets, training candidates and projects.  Champions also manage and lead reviews of process improvement performance and activities.

How long does it take to become certified as a GreenBelt, BlackBelt or Master BlackBelt?

• Our applied learning format – learn then apply, learn then apply – typically has class time as a few days or one week per month over a 3-5 month time frame.
• A typical GreenBelt or BlackBelt is 4 or 5 sessions of 2-3 days each over 2-4 months with time in between to apply the lesson learned to projects in the workplace. A graduation to present the project results and certificates is held 4-6 weeks after the last session to give students time to complete the improvement in the processes they are fixing.
• A Master BlackBelt will training is like an apprenticeship that combines course work,  and coaching/mentoring over a 4-6 month period.

How do I get “certified” as a GreenBelt, BlackBelt or Master BlackBelt?

• Demonstrate confident application of Lean/Six Sigma  tools and methodologies
• Attend the course and complete assignments
• Complete a project in the workplace that has significant measurable performance improvements.  The project is judged as meeting requirements by the NGS instructor in consultation with the project Champion, the owner of the process being improved and a financial person within the organization.

Are there pre-requisites for these Certificate Programs?

• In general, we look for students with a positive, self-starting attitude, basic aptitude in project management and problem solving, credibility, confidence and respect for the collective wisdom found within an organization
• WhiteBelt and Champions have no specific prerequisite
• GreenBelts don’t need a prerequisite.  Many take WhiteBelt first as an introductory course
• BlackBelts usually progress from GreenBelt certification.  There are some cases where we can start at the BlackBelt level (see the question below)
• Master BlackBelts need the training, certification and experience from the BlackBelt program to be an effective Master BlackBelt

Do I need a GreenBelt to get my BlackBelt?
The usual path is to start with WhiteBelt, Champion or introductory training, progress to GreenBelt then BlackBelt.  It is common to start directly at the GreenBelt level then after a project is competed to be selected to train as a BlackBelt.  In some cases, where experience, aptitude, qualifications and organizational support exist, we have the capability to start at the BlackBelt level.  We also have customized programs that start at the BlackBelt level.

Do I need to be an expert in statistics to become a BlackBelt?
No.  We train people in how to use the applied statistics that are needed at the appropriate training levels.  We teach how to use Minitab – a statistical software package – as well.

I have completed Black Belt or Green Belt training at another institution.
How can I get certified by NGS?
NGS will review the certification, experience and project results to determine how we can apply past experience and training into our programs

My company / organization is interested in deploying lean / six sigma.
Does NGS provide customized services?
Yes. We perform organizational assessments and develop specific, simple or broad comprehensive  training, support services, programs and consulting

Does NGS use specific software in its programs?
We currently use Microsoft Office, Minitab software and web-based tracking and project management tools. These can be included as part of the cost of the program, you can provide them or we can adapt other software applications to the fundamentals we teach.

Q&A For NGS Alumni

Can I get credit for having been in other NGS programs?
We apply credit to the certificate programs for class time spent in the Masters or other NGS programs

It has been a long time since I last took a course with NGS. Is my time in class still applicable?

• If you are regularly doing process improvement work, then the first answer is yes. Since we have already taught you the fundamental knowledge and guided you through practical application, your basic knowledge should still be sound.
• The second answer is also yes, but, if you are a little “rusty” or want to get caught up with the latest tools and methods, we recommend that you take a full course

Can I use my Masters Business Project (MBP) project for Certification?
You can use narrower elements of your MBP that we will “drill down” to greater tactical depth and root cause determination

What are some companies that NGS has worked with on Lean/Six Sigma?
Alumni from The National Graduate School have successfully applied Six Sigma methodologies in numerous professional environments such as Department of Defense, Office of the Secretary of Defense, Anteon Corporation, Veridian Corporation, Northrop Grumman Corporation, National Cancer Institute, FDA, Joint Chiefs, White House Communication, Bio-Terrorism Preparedness Agencies, Walter Reed Medical Centers, Defense Logistics Agency, GE, National Naval Medical Center, United Technologies, AOL, State of Oklahoma, University of Oklahoma, Bose Corporation, National Guard Bureau, ANSER Corporation, US Coast Guard (Headquarters and national locations), and many other affiliations throughout industry and government.