What is Lean 6 Sigma? Six Sigma concept. Quality control. How did the term "Six Sigma" come about?

Improvement can be achieved through radical changes (process reengineering approach) or through minor continuous improvements (kaizen approach). The purpose of improvements may be to improve product safety, improve quality, shorten production cycles, improve jobs, reduce costs, etc.

The key elements of the 6 Sigma philosophy are:

customer satisfaction. Consumers determine the level of quality of work. They expect high quality products, reliability, reasonable prices, on-time delivery, good service, etc. Every element of consumer expectations contains quality requirements. The organization must identify and satisfy all of these requirements.

identification of processes, their indicators and process management methods. To improve the quality of work, it is necessary to look at processes from the consumer's point of view. All process elements that do not provide value to the customer must be eliminated.

teamwork and staff involvement. The results of an organization's work are the work of its employees. To achieve high quality, each employee must be interested in work and interested in achieving high results. Engaged employees lead to increased customer satisfaction.

6 Sigma as a toolkit

To carry out improvements, improvement, and process management, 6 Sigma uses a set of various quality tools. Process management can be carried out on the basis of qualitative and quantitative indicators. Each organization may have its own set of tools. Examples of such tools are statistical process control based on control charts, FMEA analysis, Pareto chart, Ishikawa chart, Tree diagram, etc.

6 Sigma as a methodology

Six Sigma is a process-oriented methodology aimed at improving operations. It allows you to improve all areas of activity.

The 6 Sigma methodology is based on three interrelated elements:

improvement of existing processes;
design of new processes;
process management.

For improving existing processes An incremental improvement approach is used. The focus is on reducing defect rates. The goal of improvement in the Six Sigma concept is to eliminate deficiencies in the organization and execution of processes.

Improvement is achieved through the application of five sequential steps. These steps are called the DMAIC method (the first letters of the English words are Define, Measure, Analyze, Improve, Control):

Define - at this step, the main problems of the process are determined, a Six Sigma project team is formed to improve the process. The team is endowed with the necessary powers and resources to work. Its area of responsibility is established.

Measure - at this stage, data on the execution of the process is collected. The team analyzes the collected data and makes preliminary assumptions about the causes of deviations in the process being improved.

Analyze - during this step, the team checks preliminary ideas about the causes of deviations in processes, identifies all the causes of inconsistencies and proposes methods to eliminate the identified causes.

Improve – at this stage, measures to improve the process are developed and tested. Activities are introduced into the organization’s work practices.

Control – This step involves documenting and standardizing the improved process. To check the effectiveness of activities, the Six Sigma project team controls and monitors the execution of the process. During monitoring, special attention is paid to checking that the causes of nonconformities have been eliminated.

For newly created processes an approach aimed at anticipating consumer expectations is used. The focus is on preventing defects from occurring in processes.

Designing a new process (or redesigning an existing one) also occurs in five steps. The design (redesign) method in the 6 Sigma concept is called the DMADV method (the first letters of the words are Define, Match, Analyze, Design, Verify):

Define - at this step, the goals of the new process are determined, taking into account customer requirements. A Six Sigma project team is created to design (redesign) the process.

Match – the team develops and defines the set technical characteristics, on the basis of which it is possible to determine the achievement of process goals.

Analyze – an analysis of the characteristics of the designed process is carried out and preliminary options for the process execution are developed.

Design - during this step, detailed specifications of the new process are created and its implementation is carried out in the organization.

Verify - At this stage, the Six Sigma process design team verifies the process to ensure that it achieves its goals based on the specified characteristics.

One of the important elements of the 6 Sigma methodology is process management, because Very often, an organization simultaneously improves existing processes and designs new ones. Managing constantly changing processes becomes quite a challenging task.

In general, the Six Sigma process management methodology is not very different from the accepted process management methodology.

The main elements of process management according to the 6 Sigma methodology include:

process definition, key requirements of consumers and process owners;

measurement of indicators, characterizing the fulfillment of customer requirements and key performance indicators of processes;

analysis of results obtained measurements and improvement of process control mechanisms;

execution control processes based on monitoring the “inputs” of processes, the progress of operations, and the “outputs” of processes and taking measures to eliminate problems or deviations from established requirements.

Implementation of 6 Sigma

The implementation of the 6 Sigma concept in any organization is based on the constant work of project teams. Teams are formed according to management levels. As a rule, there are only three such levels - highest level of management, process management level And level of management of individual tasks. The teams include specialists with varying degrees of proficiency in the Six Sigma concept.

There are seven degrees of mastery of this concept:

Management is the top management of the organization and the owners of the business. The management's task is to create conditions for the implementation of the 6 Sigma concept.

A champion is typically a representative of the organization's senior management. Its task is to identify the necessary projects to improve processes, organize them and monitor the progress of execution.

The synthesis of two proven and popular methods of management and optimal adjustment of the production process, which complement each other, is called Lean Six Sigma.

The goal of integrating the concepts was to create a system with a synergistic effect that could be used in any enterprise, regardless of field of activity and size.

The Six Sigma concept made up for some of the shortcomings of the Lean Manufacturing concept and vice versa.

The experience of using a complex synthesized process was first described in 2001, and 2 years later several books were published with a detailed discussion of the theory and practice of Lean Six Sigma. As a result, it became clear that the concepts conditionally “divided” the entire procedural diversity among themselves: “Lean” showed what needs to be done, and Six Sigma showed how to organize activities for this.

In what ways do the concepts complement each other?

The concept of “Lean Manufacturing”, having changed the production culture, over time expanded the tools, included the ideas of the value stream, a method of protecting against errors, and was transformed into “Lean Management” (Lean).

By the end of the 20th century, both of these concepts (Lean and Six Sigma) were the most popular areas of business consulting in quality management, since the number of successful implementations in relation to the total number of implementations was higher than that of other quality management methods. Together they demonstrated even greater efficiency.

How Six Sigma Complements Lean:

Lean does not set requirements for the infrastructure needed to implement the concept. The solution to this issue depends on the initiative of managers and their organizational abilities, and when the composition of managers changes, difficulties arise with the transition. Six Sigma helps formalize the commitments of the top management of an enterprise, formulate a plan for allocating resources and monitoring the success of their development.
The Lean concept is not as strict as Six Sigma, but focuses on consumer needs. Satisfaction of requests from the elimination of production costs and non-production losses depends indirectly, while in Six Sigma the description of the principles of the DMAIC concept begins with the definition of consumer requirements: Define, Measure, Analyze, Improve, Control (Russian: Determine. Measure. Analyze. Improve. Manage).
Defects, within the Lean concept, are identified as the main sources of production losses, but statistical control methods for eliminating them are prescribed in Six Sigma.

How Lean complements Six Sigma:

Six Sigma describes methods for eliminating defects, but in addition to defects, Lean Management also names the factors of waiting, transportation, overproduction, inventory, movement of people, and non-value-adding activities. Sometimes practitioners also highlight the use of low-quality raw materials (“false economy”) and diversity, as a consequence of non-unified components of the process.
Six Sigma does not explain the relationship between customer satisfaction (quality) and process time. Thanks to the Lean system, the concept of “time” is introduced as a key one.
Lean expands the range of tasks that Six Sigma describes by adding the elimination of unproductive activities, optimization of the workplace, reduction of inventories, reduction of transportation costs, etc.

At the same time, both basic systems are characterized by an orientation towards a single process (in contrast to the concepts that precede them, which attempt to achieve universal coverage). The synthesized concept also retained this originality.

Application of Lean Six Sigma in industries

Both basic systems that created the synergistic concept of Lean Six Sigma are “living” systems. Having undergone repeated “testing” in production and non-production areas, the concepts have become universal - applicable with equal success in various industries. Using the example of logistics, we can show the application of the Lean Manufacturing + Six Sigma complex in the service sector.

Order lead time, according to Little's formula, is equal to the volume of work in progress divided by the average speed of work (the amount of work performed by one employee per period of time). To reduce order fulfillment time, the synthesis of Lean Manufacturing and 6 Sigma systems in logistics is focused on optimization in 3 main areas:

The logistics process is a slow process, which makes it costly. (More than 50% of slow processes are associated with non-value-added losses).
The speed of logistics services is reduced due to a significant share of work in progress. As a result, about 90% of the time the work is considered unfinished, which reduces consumer satisfaction.
The direction is based on the Pareto principle, characteristic of slow processes: 80% of costs result from 20% of actions. By identifying and reducing this 20%, on-time performance increases to 99%.

Another specificity of logistics is that it accounts for about a third of sales volume. Calculations show that 10% of defects in logistics increase order fulfillment time by 38% and the volume of work in progress by 53%. A significant portion of the costs relates to return logistics. Depending on the initiator of the return, the reason may be:

dissatisfaction of end consumers implementing the money-back guarantee,
problems with installation and use (with subsequent return of defects),
repair work associated with multiple shipments of goods in both directions,
expiration date and environmental safety, etc.

For example, in the US online trade, the return of electronics and high-tech products, according to various estimates, reaches 50-80%. This increases the number of problems for the industry, which was initially created and configured for direct movement, without large-scale reverse flow, and which was not ready for return bookkeeping, disposal of goods, etc.

From the above, it follows that the return flow should be configured as carefully as the forward flow, while simultaneously reducing the number of non-value-added operations. This could be helped, for example, by computer programs that would be compatible with the information systems of all departments and would allow the creation of group orders, sorting them by delivery dates, types of products, priorities, etc. The general tasks remain the same, as well as in product production - reducing input variability, reducing the number of switching between tasks, standardizing the platform within the cycle while maintaining an assortment that meets the customer’s needs, etc.

Logistics represents a common application of Lean and Six Sigma concepts in the service industry, but illustrates the general application of the system.

Lean Six Sigma effectiveness in numbers

The implementation of Lean Six Sigma is reflected both in economic growth and in improving the atmosphere within the team, which ultimately also affects the economy - a culture of well-coordinated teamwork, rapid exchange of information and specific knowledge arises. As a result, the implementation of the integrated concept:

speeds up processes by 20-70%;
improves the quality of services and products by 20-40%;
increases overall efficiency by 10-30% (compared to the separate implementation of one of the basic systems).

Often the implementation of a concept encounters greater difficulties than expected. The “human factor” comes into play, internal contradictions arise in the requirements, the statistical process becomes an end in itself, and not a method for detecting defects.

Among the common mistakes they mention is being overloaded with the tasks assigned to oneself, when, for example, there are 100 technical transformations for 100 identified customer needs. But this, at first glance, “lifting” volume involves planning and regulating about 10 thousand relationships, which significantly complicates implementation. In such cases, it is advised not to transform everything at once, but to focus on the needs that are critical for the client, selected using a list of priorities.

The Six Sigma concept was developed by Motorola in the eighties with the goal of reducing variation in the manufacturing processes of electronic components. In general, the whole idea of 6 Sigma is aimed at maximizing the quality of an organization’s work. The basis was based on statistical methods of process control and the work of the Japanese quality specialist Genichi Taguchi.

In the modern understanding, 6 Sigma is viewed from three sides: as a philosophy, as a management methodology and as a set of tools for improving work. It is used in organizations in various fields of activity - from industrial enterprises to banks. However, the main area for 6 Sigma is still manufacturing.

The term 6 Sigma, which is used in the name of the concept, means the standard deviation of a random variable from the mean. This term is used in mathematical statistics. A random variable can be characterized by two parameters - the mean value (denoted by the symbol mu) and the standard deviation, or another name - the standard deviation (denoted by the symbol sigma).

If a process quality parameter is considered as a random variable, then using the average value and standard deviation it is possible to estimate the likely proportion of process defects. To do this, you first need to set the upper and lower limits of the quality parameter tolerance field. The larger the tolerance margin, the greater the proportion of suitable products from this process. The higher the sigma value, the lower the proportion of suitable products.

In order to increase the share of suitable products, it is necessary for a given tolerance range to strive to reduce the sigma value, thereby increasing their number that fits into the tolerance range.

In the case where six sigma values fit from the average value to the nearest limit of the tolerance field, the number of defective products of the process can be 3.4 per million. In the option where three sigma values fit, the possible number of defective products of the process is 66.807 per million.

The essence of the Six Sigma concept is to use various methods and process management tools to achieve a reduction in the standard deviation value within a given tolerance range.

Philosophy 6 sigma

The Six Sigma philosophy is based on the approach of continuous process improvement and defect reduction. The organization must adopt an approach of continuous improvement and performance improvement.

The key elements of the 6 Sigma philosophy are:

customer satisfaction. Consumers determine the level of quality of work. They expect high quality products, reliability, reasonable prices, on-time delivery, good service, etc. Every element of consumer expectations contains quality requirements. The organization must identify and satisfy all of these requirements.
process definition, their indicators and process management methods. To improve the quality of work, it is necessary to look at processes from the consumer's point of view. All process elements that do not provide value to the customer must be eliminated.
teamwork and staff involvement. The results of an organization's work are the work of its employees. To achieve high quality, each employee must be interested in work and interested in achieving high results. Engaged employees lead to increased customer satisfaction.

Application of 6 Sigma

Today, Six Sigma tools have expanded to include the application of this concept in many areas of activity. The 6 Sigma toolkit includes the entire set of quality tools. Some of them can be viewed in the Quality Tools section.

Methodology 6 Sigma

Six Sigma is a process-oriented methodology aimed at improving operations. It allows you to improve all areas of activity.

The 6 Sigma methodology is based on three interrelated elements:

improvement of existing processes;
design of new processes;
process management.

An incremental improvement approach is used to improve existing processes. The focus is on reducing defect rates. The goal of improvement in the Six Sigma concept is to eliminate deficiencies in the organization and execution of processes.

Improvement is achieved through the application of five sequential steps. These steps are called the DMAIC method (the first letters of the English words - Define, Measure, Analyze, Improve, Control):

Define– at this step, the main problems of the process are identified, a Six Sigma project team is formed to improve the process. The team is endowed with the necessary powers and resources to work. Its area of responsibility is established.
Measure– at this stage, data on the execution of the process is collected. The team analyzes the collected data and makes preliminary assumptions about the causes of deviations in the process being improved.
Analyze– during this step, the team checks preliminary ideas about the causes of deviations in processes, identifies all the causes of inconsistencies and proposes methods to eliminate the identified causes.
Improve– at this stage, measures to improve the process are developed and tested. Activities are introduced into the organization’s work practices.
Control– This step involves documenting and standardizing the improved process. To check the effectiveness of activities, the Six Sigma project team controls and monitors the execution of the process. During monitoring, special attention is paid to checking that the causes of nonconformities have been eliminated.

For newly created processes, an approach is taken to anticipate customer expectations. The focus is on preventing defects from occurring in processes.

Define– at this step, the goals of the new process are determined taking into account customer requirements. A Six Sigma project team is created to design (redesign) the process.
Match– the team develops and defines a set of technical characteristics on the basis of which it is possible to determine the achievement of process goals.
Analyze– an analysis of the characteristics of the designed process is carried out and preliminary versions of the process are developed.
Design– during this step, detailed specifications of the new process are created and its implementation into the work of the organization is carried out.
Verify– At this stage, the Six Sigma project team for process design checks the process to ensure that the set goals are achieved, taking into account the specified characteristics.

One of the important elements of the 6 Sigma methodology is process management, because... Very often, an organization simultaneously improves existing processes and designs new ones. Managing constantly changing processes becomes quite a challenging task.

In general, the Six Sigma process management methodology is not very different from the accepted process management methodology.

The main elements of process management according to the 6 Sigma methodology include:

process definition, key requirements of consumers and process owners;
measurement of indicators, characterizing the fulfillment of customer requirements and key performance indicators of processes;
analysis of results obtained measurements and improvement of process control mechanisms;
process execution control based on monitoring the “inputs” of processes, the progress of operations, and the “outputs” of processes and taking measures to eliminate problems or deviations from established requirements.

Implementation of 6 Sigma in the company

The implementation of the 6 Sigma concept in any organization is based on the constant work of project teams. Teams are formed according to management levels. As a rule, there are only three such levels - the highest level of management, the level of process management and the level of management of individual tasks. The teams include specialists with varying degrees of proficiency in the Six Sigma concept.

There are seven degrees of mastery of this concept:

Management- These are the top management of the organization and business owners. The management's task is to create conditions for the implementation of the 6 Sigma concept.
Champion– as a rule, this is a representative of the organization’s senior management. Its task is to identify the necessary projects to improve processes, organize them and monitor the progress of execution.
Master Black Belt– the task of this specialist is to develop the concept of each specific process improvement project. He defines key process characteristics and trains black and green belts. The Master Black Belt is a Six Sigma Technologist and Internal Consultant.
Black belt– leads a project team to improve a separate process. May provide training to project team members.
Green belt– works under the direction of a black belt. He analyzes and solves assigned problems, takes part in quality improvement projects.
Yellow belt– in the project, deals with solving specific problems, is responsible for the implementation of small projects to improve processes.
White belt– is responsible for solving individual, special tasks of the 6 Sigma project.

On modern stage development, the Six Sigma concept has become a widely known and popular brand. The promotion of this brand is facilitated by training specialists at various levels of “proficiency” in the 6 Sigma methodology and their certification. For each of the above degrees according to the Six Sigma concept, certain training programs and requirements for the composition of knowledge, experience and qualifications have been developed.

During the webinar “Fundamentals of 6 Sigma,” the recording of which is available to you via the link, I was asked the following (familiar) question: how does Six Sigma differ from Lean? In my practice, I try in every possible way to get around the methodological “contradictions” (contradictions in quotes!) between lean manufacturing and 6 sigma. I also never focus on tool differences. Although many tools are often attributed to one methodology or another. Instead, I always focus on a certain basis inherent in all the “fashionable” and already “obsolete” methodologies.

Logo from our groups In contact with and , illustrating the general beginning of the methodologies

What kind of basis is this? What is the general beginning? Isn't it common sense? And if so, then why look for differences in methodologies that are based on common sense?

Reflecting on these questions, I came to an interesting observation: for some reason, not everyone among the site visitors is interested in the differences in methodologies. After digging a little into my memory and mailbox, I was able to establish the following:

Most often, the question about the criteria for distinguishing Lean and Six Sigma is asked by employees of organizations that provide educational services (universities, consulting companies, etc.).
Less common, but by a very small margin, are young specialists - students, graduate students and “cadets” - newly hired foremen, engineers, managers.
And it’s very rare to come across questions from experienced production workers, project leaders and people who have been engaged in their profession for more than a year (or should I say, who have been increasing their efficiency for more than a year?).

As a typical production worker, I can assume that the value of dividing methodologies “by name” in my work simply will not add, and therefore the question of separation does not arise for me. I believe that it should be applied depending on the situation, and not on the name of the technique.

Fortunately, this time, in addition to such an unconvincing argument as one’s own opinion, there is an opportunity to refer to the article by Terence Barton - Is This a Six Sigma, Lean or Kaizen Project? , on the basis of which Victoria Oleshko’s material was prepared - Is this 6 Sigma, Lean or Kaizen project?

Have you already read the article? If not, then I advise you to do it right now, and only then continue to study this post... No. Seriously. article and come back.

Central to Mr. Barton's article is the following diagram:

An almost literal translation of the diagram is given below:

In his publication, Mr. Barton draws attention to the fact that lean manufacturing, six sigma, and kaizen are nothing more than “tool boxes.” The use of a particular tool should be determined by the situation, and not by the buzzword that sounded in the title of the last seminar attended. According to the author, leadership, creativity and innovation are the components of a breakthrough. They just encircle the above diagrams, creating the basis that I spoke about above.

Nevertheless, this is dedicated to those who like to look for differences:

In this diagram, our team tried to lay out the three methodologies in one coordinate system to make it easier to compare them and look for differences. But there are also disadvantages:

“But in the old scheme there were a lot of scary words “karate”,
“judo” and “taek-won-do” – it’s good to scare TOP people with it :-D” ©

The nature of the job market today is such that some types of job openings require some level of Six Sigma certification as a minimum for employer consideration. Although having certification does not guarantee that a person is truly competent or suitable to achieve the goals of the organization, having certification is the starting point for many companies. Even if you already have a job, some organizations consider 6 Sigma certifications a plus for considering you for a higher position.

Unlike many other certifications, such as project management certification (PMI), there is not a single authorized institution that lists the body of knowledge (EQA) and a number of requirements necessary for Six Sigma certification. Although the American Society for Quality (ASQ) body of knowledge (EQA) is quite universal, there are still many variations regarding the required body of knowledge for 6 Sigma, which are very similar but have different meanings - adding to or subtracting from the required body of knowledge of the ASQ . Certification requirements vary widely. This results in a huge number of certification methods and opportunities with many attributes that can be confusing and therefore need to be reviewed and compared before pursuing certification.

We hope this article will provide general information regarding 6 Sigma Certification and look at some of the programs that are commonly recommended by members of their respective LinkedIn communities. Certification methods are classified as first party certification, second party certification, and third party certification. While first party certifications are simply self-declarations, second party certifications are where the organization providing the training sets its own criteria for certification. Third-party certification is confirmation by an impartial party that a product, process, or service meets specified, manufacturing-independent criteria or standards. Most 6 Sigma certifications are second-party certifications, as the company provides the training and certification.

What belts are there?

The generally recognized 6 Sigma belts are Green, Black and Master Black Belts (although some organizations also have White or Yellow Belts). A Green Belt is not required to obtain a Black Belt unless internal policy requires it. There is a wide range of job responsibilities regarding different belts. In general, Green Belts work on 6 Sigma projects as part of their work. Black Belts are project managers and can only work on 6 Sigma projects. A Master Black Belt is the highest level of Six Sigma, these individuals mentor and train others, consult on projects and may be involved in strategic level work. Black Belts and Master Black Belts can move into different industries and develop more flexible skills and change management styles, in addition to using deeper technical skills.

Coursework with a specific industry focus may be offered to obtain Six Sigma belts. The most popular industries are manufacturing, manufacturing, services and healthcare. The examples and cases used during the course have been taken from a specific industry, although the curriculum is industry independent and therefore broadly applicable. Testing and certification are not industry specific. For example, there is no separate Six Sigma test in healthcare.

Lean Six Sigma (LSS) contains the fundamentals of Six Sigma and is complemented by a set of industry philosophies, methodologies and tools for managing cultural transformation that aims to reduce and eliminate waste. External third party experts, Lean Senseis, can provide companies with impartial advice and guidance regarding lean manufacturing. Industry Lean 6 Sigma certification courses are provided.

Some programs provide only 6 Sigma certification, others only provide Lean 6 Sigma certification, and others provide certification for both. ASQ provides coursework for LSS, but does not have any Lean exams or certifications. ASQ focuses your attention on the Lean Manufacturing certification, which is offered separately by the Society of Manufacturing Engineers (SME). SME has grants at bronze, silver and gold levels. The International Association for Six Sigma Certification (IASSC) only provides LSS certification. And as one example, Villanova University provides certification for Six Sigma as well as Lean Sensei.

Requirements for belts

There is no standard for the amount of knowledge, nor a standard for the requirements that are required to obtain these belts. Depending on the organization, certification can be achieved by training and project implementation, or by passing an exam alone, or by training alone, or by both training and an exam and project implementation. If a project is still required, then at least one project must be completed for a green belt and two projects for a black belt. Some certifying bodies require that a black belt's project generate significant monetary value or have a significant impact on the organization. Requirements for green belt projects are generally more lenient, ranging from working on a project as a volunteer to being managed online project. ASQ certification requires three years of work experience (full-time and paid) in one or more areas of the required Green Belt knowledge, and admission to the exam is subject to completion of an application.

To characterize the difference between the requirements of organizations, let's give a specific example: the Ministry of the Navy (MVMF) requires more for a green belt than many organizations for a black belt! The IWMF requirements for an LSS Green Belt candidate are as follows – 40-hour courses with a certified LSS instructor; be a team member of at least one real project; lead at least two real projects; create a portfolio of projects and occasionally present personally to the Certification Board. Having presented these strict requirements, it becomes clear that not all LSS belts are created equally. Experienced employers will know this, so it's important to choose a program where your certification will make sense.

Belt suppliers

There are four main providers of Six Sigma certification: employers, professional associations, colleges and universities, and certification service institutes.

Many companies provide training to their employees and provide second-party certification that is based on company-defined standards. The company pays for your training, and it is designed to help you succeed in your job. The downside is that the program may not be as thorough as most independent programs. No one other than company employees will know what training you have completed. Coursework may have a very narrow focus on your skills. Therefore, some people may complete corporate training but become certified by the American Society for Quality (ASQ), due to its reputation and deeper coverage of material.

The American Society for Quality (ASQ) is a professional third-party certification society that requires candidates to submit a package of documents that demonstrate the level of qualification required to pass the exam. You don't have to do their coursework to pass the exam, you can study on your own. Although ASQ provides training, they do not guarantee that it covers the material needed to pass the exam. ASQ also has requirements for your work history and projects.

International organization Six Sigma Certification (IASSC) is a third party certification body for LSS that requires passing their exam but does not require a project. Their website very clearly describes the philosophy and reasoning behind their requirements. The IASSC certifies not only individuals, but also training programs for other entities regarding the IASSC body of knowledge.

Some universities and colleges offer Six Sigma training as part of their continuing education or certification program. There are no entry requirements or degrees awarded by the school. The advantage is that you are face to face with the professor and students and have excellent networking opportunities to connect with your classmates from different industries and perspectives. The duration and costs of training may vary significantly and may sometimes be insufficient. Some universities also offer self-paced online learning.

The final path to certification is certification through certification service providers, which are often companies that are owned or operated by Six Sigma gurus or high-level consultants. These companies provide both group and individual training. Some of them conduct trainings in different cities and provide intensive training over several days or weeks. Others provide online training according to a syllabus that is self-paced and usually limited to 365 days to complete the course. These companies provide a package consisting of course work, exam, project manual, and sometimes software and textbooks. Some of these programs advertise IASSC certification, but it should be noted that the IASSC scope of knowledge is Lean 6 Sigma, not 6 Sigma. It is important to compare training programs carefully before making a choice.

Upon request, they will send you Excel tables with the information shown in the video. They do a great job of emphasizing what to look for in content, materials, and teaching style. They also warn that this information is difficult to find - it is not available on the suppliers' websites.

Final Analysis

The following table provides comparative information for some of the programs:

Online 6 Sigma Green Belt and Lean 6 Sigma Certification Options

CERTIFICATION BODY	ASQ (American Society for Quality)	IASSC (International Six Sigma Certification Organization)	BMGI Company	PEX Institute	Paizdek Institute	Paizdek Institute	Smarter Solutions Company	Villanova University	Villanova University
CERTIFICATION BODY	6 Sigma	Lean 6 Sigma	Lean 6 Sigma Green Belt	Lean 6 Sigma	6 Sigma	Lean 6 Sigma	Lean 6 Sigma	6 Sigma	Lean 6 Sigma Sensei is not a green belt
PRICE
Course fee	No training requirements	No	$695+$650 for mentoring from a Master Black Belt	$2,750	$1,395	$1,795	$3,995	$1,980	$2,180
Course Description			Tests, exams, tools and templates	13 weeks, blended online learning, self-paced online modules, student guidance and instructor-led virtual sessions focused on execution. Each course contains a strictly team-oriented simulation of the thesis project, showing practical use of the tool, data analysis, simulation and review	45 online modules. Each module contains reading assignments, scenarios, lessons created by T. Paizdek, assignments and quizzes. Assignments are checked and returned back by the Master Black Belt	50 online modules. Each module contains reading assignments, scenarios, lessons created by T. Paizdek, assignments and quizzes. Assignments are checked and returned back by the Master Black Belt	Blended online learning and live training that combines the same reference materials used by the instructor with extensive one-on-one training regarding the course and certification	Blended live and online learning, live online lectures, instant messaging, shared whiteboard during live classes	8 weeks, 6 modules, mixed live lectures online, with option to watch later
Exam Preparation Materials	$695 pre- and post-tests, progress checks, course activity, and a PDF download that provides a printable version of the modules that cover the five core body of knowledge areas for the 6 Sigma Green Belt certification. In addition to your online training, you will have a printed certificate to take with you to your certification exam. Additional $99 access to bank of 3 full practice tests/questions	Recommends materials from www.opensourcesixsigma.com, $170 including manual and one practice test with 80 questions and answers	included	included	included	included		Tutorial	Tutorial
Exam	$209 for ASQ members, $359 for everyone else	$295	included	included	included	included	Included – Periodic exams to test your knowledge, including an oral exam. Test without answer options. You must demonstrate the use of statistical support	$220	$220
Mini account	Not required for the exam	No	Not included, $1250 to purchase or $550 to lease for 12 months. Tip: You can get a free trial of the Mini Account for 30 days	Required, not included		License for 1 year $300. Some tasks require a Mini Account. Tip: You can get a free trial of the Mini Account for 30 days	Infinite $500 for $1395 for 1 year	Not required	Not required
Additional software	No	No	No	Not required		Software for quality support of project management – 1 year license		Not required	Not required
Textbook	Provides a list of suggested books	No	No	Does not provide a list of suggested books	Includes the book "The 6 Sigma Handbook" by Thomas Pyzdek	Book included: "The Six Sigma Handbook" by Thomas Pyzdek	Integrated Enterprise Improvement, Integrated Enterprise Improvement Volume 1: Fundamentals, Integrated Enterprise Improvement Volume 3: Implementing an Improvement Project, Lean 6 Sigma Project Guide	Tutorials	Tutorials
Additional books	No	No	Copy of the Lean 6 Sigma Guide for Dummies, BMGI Lean 6 Sigma Roadmap Poster. After the 12-month period of access to the program has expired, links and program modules, as well as templates, can be reproduced through open access on our website www.BMGI.org	No		The Meaning of Data: A Course in Understanding Statistics on DVD		No	No
Online sources	No	No				Templates, tutorials, forms, video programs. Creative management technology course	Articles and webinars on the site	Additional materials	Additional materials
Discounts	No	No		No	A Green Belt can be upgraded to a Black Belt at any time by paying the difference in price and completing additional modules. You also need to pass an exam to become certified as a Black Belt.			military	Not applicable
Total	$1,153.00	$465.00	$695 - $1345	$2750	$1395	$1795	$3995	$2200	$2400
Total, if a mini account is required			$1245-$1895	3250	1695	2095	4495	No mini account required	No mini account required
PROJECT
a) online or real?	Real – strict requirements for Black Belt, but not for Green Belt	No requirements	A real or volunteer project for an organization, can be submitted at any time - not limited to 1 year. Reviewed by BMGI Master Black Belt	Each course includes a team thesis simulation showing practical use of the tool, data analysis and simulation		A real project, not limited in time, should not be work related, should be used by a certain number of people	May be a volunteer organization	Simulated	Simulated
STUDYING TIME
a) self-study	30 hours for material		100 hours of training, 1 year to complete	yes - 23.4 hours,	80 hours online and offline, 1 year to complete	100 hours online and offline, 1 year to complete	84 hours for self-paced learning modules	Yes	Yes
b) regular classes	No		No	Yes – live classes in addition to self-study - 22 hours - 13 weeks	No	No		Yes – 8 weeks of live training	Yes, but you can return to self-study
EXAM
a) planned? Can I use the book?	Scheduled 2 times/year, must be submitted in the application before the schedule, you can use the book. A few tricky questions	At any time online or in a test center, you cannot open the book, but the help document can		You can use the book at any time	Anytime	Anytime		Anytime	Anytime
ACCREDITATION
		Institute of Credentieling Excellence (ICE)							Regional accreditation by the Middle States Association
SUPPORT
a) access to experts	No	No	$650 access to BMGI Master Black Belt training	Students receive answers to their questions via email or telephone consultation if they need it	During training, presenting questions through the student forum. Answers from Thomas Pyzdek or Master Black Belt within one business day.	During training, presenting questions through the student forum. Answers from Thomas Pyzdek or Master Black Belt within one business day	Scheduled one-on-one training with a Master Black Belt, you can contact him at any time		Access to email and messages 24 hours a day every day
b) access to training materials	No	Not applicable	After the expiration of the 12-month period of access to the program, links and program modules, templates can be reproduced through open access on our website www.BMGI.org	1 year of access to online materials, maximum 3 hours per module		Access to the site and training materials for 365 days	Access to the site and training materials for 366 days	Access to the site and training materials for 367 days	Access to the site and training materials for 368 days
c) online support/features	No	Not applicable				Online forum for communication with fellow students and teachers			Business contact with a registration expert is available during business hours
SCOPE OF KNOWLEDGE
	ASQ Scope of Knowledge	IASSC Scope of Knowledge		Course content and instructors are provided by the Training Quality Group (TQG)		The scope of knowledge for the 6 Sigma Green Belt is defined by the International Six Sigma Certification Association	ASQ uses his books to build their body of knowledge
GURU
	ASQ Committee		Not a single person in particular	Not a single person in particular	Thomas Pyzdek	Thomas Pyzdek	Forrest Breyfogle	George Eckes	George Eckes
NETWORKS
	When joining ASQ, there are local networking events					Passing the exam and certification are recorded in a public online database			Chats and forums for discussion with students and teachers
IS THERE A FOCUS ON INDUSTRY?
		No				Various fields represented, including healthcare		Healthcare, financial services, IT	No healthcare version
WEB SITE
	www.asq.org	www.iassc.org	www.bmgi.com/training/lean-six-sigma-green-belt	http://www.processexcellencenetwork.com/institute	www.sixsigmatraining.org	www.sixsigmatraining.org	www.smartersolutions.com/ble nded-green-belt-training.php		http://www.universityalliance.c om/info1/UA_PDFs/Villanova/T 2-Disciplines/Villanova_6Sigma_T
		https://www.opensourcesixsigma.com/Green-Belt-Bundle-p/bndl-gb-v11.htm

The table compares various features, including price, second or third party certification representative for self-paced or online 6 Sigma Green Belt or Lean 6 Sigma Green Belt training. This article does not cover comparisons of the scope of knowledge and course details that these certification bodies offer. Although presenting some difference in reputation would be very useful, this has not been studied and is therefore not included in the article. Also, information about the “success” of certification recipients was not researched or found. The analysis regarding program selection is left to the reader, since their backgrounds, finances, circumstances, opportunities and motivations are as different as their options.

Based on the amount of information considered, the following are important:

If you want to study on your own (i.e., not pay for a course), take an exam, and use work experience or a project outside of work to qualify for certification, your options are very limited. To achieve the 6 Sigma Green Belt, ASQ is the only route. There is no requirement for project completion, but you must have three years' experience in one or more areas of the Green Belt 6 Sigma body of knowledge. While some companies will allow projects outside of the work situation, their requirements for admission to the exam are primarily payment and acceptance of their coursework. There is no option for 6 Sigma Black Belt that meets these criteria. For Lean 6 Sigma Green and Black Belts, the International Organization for Certification (IASSC) provides such a course since you do not have to submit a project and as part of their charter they do not offer or require coursework.

This block purports to be an initial guide to gathering a more comprehensive view on the path to 6 Sigma or Lean 6 Sigma certification. I hope that 6 Sigma or Lean 6 Sigma practitioners, as well as those who offer certification programs and those who seek them, will add objective and subjective information to this post to help everyone who is hungry for 6 Sigma or Lean 6 Sigma certification .

Authors: Michelle Gabriel was one of the first at Motorola to teach statistical process control in the early 1980s, before the invention of the Belt System. As an operations manager, using Lean and Six Sigma tools with her team and her suppliers, she was able to achieve significant cost savings and engineered improvements in a variety of industries from semiconductor capital equipment manufacturing to DSL delivery services. Michelle is currently working toward certification to prepare her to participate in improvement projects. He currently holds a BS and MS in materials science and engineering from the Massachusetts Institute of Technology and an MBA from the University of California, Berkeley Haas School of Business.