HHHoldorf
SIX SIGMA IN HEALTH CARE
White Belt Training
All Health care workers and Students
should hold a Six Sigma White Belt!!
• Six Sigma White Belt training is designed to
provide knowledge to all health care staff and
students to help identify waste and other process
improvement opportunities.
• While we cannot initiate a project or process
changes ourselves, the training/certification is
meant to provide us with the background to
identify opportunities that we should then bring
to our managers as suggestions for
improvements.
Training Objectives & Topics
• Objective:
– To gain a general understanding of Six Sigma
Process Improvement methodologies and the
value of Process Improvement (PI).
Agenda
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•
•
•
•
•
•
•
•
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What is Six Sigma?
Why Six Sigma?
Your role as a Six Sigma White Belt
Process Improvement Methodologies
Benefits of Process Improvement (Financial and
Operational)
Project Selection
Process Improvement Tools
Measurement
Roles and Responsibilities
Certification Exam
What is Six-Sigma?
What is Six Sigma?
• Sigma (σ) is the Greek letter that is used to
define the standard deviation of a population
– It measures the variability or spread of the results
of a process
6
Standard Deviation
• Used in statistics, shows how much variation
or dispersion from the average exists.
• A low SD indicates that the data points tend to
be very close to the MEAN.
• A high SD indicates that the data points are
spread out over a large range of values.
Why Six Sigma?
6
11
• Six Sigma allows us to identify and correct a
problem through standardized process.
Sigma Values 99% is around 3.5 Sigma
Sigma Value
(Also called Z)
Average
Hospital
Today
Yield %
1.5 Sigma
50%
2 Sigma
69.1463%
3 Sigma
93.3193%
4 Sigma
99.3790%
5 Sigma
99.9767%
6 Sigma
99.9997%
13
• Is 99% Ok?
• That is: if you are successful 99% of the time
(3.5 Sigma), are you sitting pretty?
99% defect-free examples
• 12 newborns given to the wrong parents each day
• 103,260 income tax returns processed incorrectly each year
• 291 pacemaker operations performed incorrectly each year
• Bad drinking water from your tap at home for 15 minutes each day
• 20,000 incorrect drug prescriptions each year
• 1 wrong medication every hour at a typical hospital
15
• 1 out of 100 patients get the wrong wrist band
• 1 out 100 rooms do not get their bathroom
cleaned during the cleaning process
• It is ok to be 3 sigma in some processes and 6
sigma in others?
• For example, in the airline industry it would be
more acceptable to have a 4 sigma in lost luggage
(around 6200 pieces of lost luggage per one
million) but when it comes to safe landings
planes are above 6 sigma. They are around 8
sigma level or
0.43 defects per million
opportunities.
Six Sigma Principles
Six Sigma as a methodology
To accomplish our BUSINESS strategy, Six Sigma says….
Focus on what the CUSTOMER values and will pay for
Customer Focus
The Customer Defines Quality
Be excellent in these things by REDUCING VARIATION
(with a side benefit of lower cost).
Variability is the Enemy!
This is accomplished by DATA DRIVEN DECISIONS
(we know the root causes)
Act on Fact!
This requires Valid MEASUREMENT
(which also drives Behavior)
Measurement is the Key!
Then Solve the problem and CONTROL the process
(which utilizes TEAM brainpower)
Employee Brainpower
17
– Six Sigma is a problem-solving methodology. It improves
business and organizational performances.
– Six Sigma performance uses statistics to help processes
produce fewer than 3.4 errors per million opportunities for
defects.
– Six Sigma improvement is when the key outcomes of a
business or work process are improved dramatically.
– Six Sigma deployment is the prescriptive rollout of the Six
Sigma methodology across an organization, with assigned
practices, roles, and procedures according to generally
accepted standards.
– Six Sigma toolset is the collection of methods and tools,
including statistics and analytics, that Six Sigma
practitioners use to consistently achieve breakthrough
levels of improvement.
Your role as a Six Sigma White Belt
• Six Sigma White Belt Training is designed to
provide knowledge to you to help identify
waste and other process improvement
opportunities.
• As a certified white belt, you cannot initiate a
project or start a process change on your own.
• The training/certification is meant to give you
the background to identify opportunities that
you should then bring to your manager as a
suggestion for improvement.
Process Improvement Methodologies
Process Improvement Methodologies
DMAIC
PDCA
Lean
DFSS
Define Measure
Analyze Improve
Control
Plan, Do, Check,
Act
Kaizen,
Design for Six
Sigma
Improving
existing
processes
Used for the
control and
continuous
improvement of
processes
Work Out
Eliminates waste
and maintain the
gains
Iterative method
Root Cause
Unknown
(Repetitive or
procedural
method)
Improve cycle
times
Change Management (CAP)
To create
business gains by
designing new
processes or
products or
services
2
1
What are the differences between Process Improvement
methodologies?
• -DMAIC focuses on improving existing processes. The
“issue” or the reason we are having problems is unknown
or not quantified.
• -PDCA is used for continuous improvements. A “large scale”
DMAIC project is not needed because you know the issue
and how to fix it.
• -Lean is mainly used to reduce cycle times and get rid of
waste.
• -DFSS is when you are designing a new process or service.
It is used to design a high functioning process so you will
not need to use DMAIC or LEAN in the future.
CAP- Change Acceleration Process A methodology that helps
organizations lead and sustain change efforts
DMAIC
The root cause of any problems are unknown
• DMAIC is a structured methodology
– To improve processes
– Using data to make decisions
• DMAIC is an acronym for the Six Sigma databased process-improvement methodology
The ultimate objective is to achieve business results
using a data-based improvement methodology
2
3
• DMAIC is Often the method of choice for root cause analysis. USE When
the root cause is unknown
• Define relates to scope. What will or will not be included in the
measurements. What are the goals.
• Measure involves the development of key performance indicators.
• Analyze involves identifying the opportunities and gaps demonstrated by
the data, “evidence-based conclusions”
• Improve phase begins with a plan and should generate and test identified
possible solutions
• Control is not simply conclusion. Maintain the gains and keep the solution
going with an outline, Standard Operating procedure, or metrics
PDCA
• Establish the objectives
and processes necessary
to achieve your results
goals
• Pilot to test possible
effects
• Create action plans on
significant differences
between actual and
planned results.
• Analyze the differences to
determine their root
causes.
• Implement the plan
• Execute the process
• Collect data for charting
and analysis in the
following "CHECK" and
"ACT" steps
Plan (P)
Do (D)
Act (A)
Check
(C)
• Review the actual results
• Compare against the
expected results (targets
or goals from the "PLAN")
PDCA is your everyday Process Improvement.
“Just Do It”
PDCA
• PDCA is used for the control and continuous
improvement of processes. THE ROOT CAUSE
IS KNOWN
• An iterative/procedural method. (basic
methodology that often involves multiple tries
to “get it right”)
PDCA
PLAN
• Establish the objectives and processes
necessary to deliver results in accordance with
the expected output (the target or goals). By
establishing
output
expectations,
the
completeness
and
accuracy
of
the
specification is also a part of the targeted
improvement. When possible start on a small
scale to test possible effects.
DO
• Implement the plan, execute the process, make the
product. Collect data for charting and analysis in the
following "CHECK" and "ACT" steps.
CHECK
• Study the actual results (measured and collected in
"DO" above) and compare against the expected results
(targets or goals from the "PLAN") to ascertain any
differences. Look for deviation in implementation from
the plan and also look for the appropriateness and
completeness of the plan to enable the execution, i.e.,
"Do". Charting data can make this much easier to see
trends over several PDCA cycles and in order to convert
the collected data into information. Information is
what you need for the next step "ACT".
ACT
• Request corrective actions on significant
differences between actual and planned results.
Analyze the differences to determine their root
causes. Determine where to apply changes that
will include improvement of the process or
product. When a pass through these four steps
does not result in the need to improve, the scope
to which PDCA is applied may be refined to plan
and improve with more detail in the next
iteration of the cycle, or attention needs to be
placed in a different stage of the process.
Lean
Lean…
…the relentless pursuit of the
perfect process through waste
elimination…
Perfection vs. Continuous improvement
• Lean is often used in manufacturing or industrial
processes where the pursuit of complete efficiency is
the goal
• Lean improvement revolves around the concepts of
cycle reduction and improved delivery, capacity, quality
and consistency
• Lean is used in the car racing industry.
• How long does it take to change a tire?
• How long does it take the pit crew to change a tire?
It takes pit crews about 20 seconds to change all 4
Traditional definitions
Value Added Activity
– Any activity that transforms or shapes raw material
or information to meet customer requirements
Non -Value Added Activity
– Those activities that take time, resources or space,
but do not add value to the product itself and does
not add value to the customer
– Non – Value added activities can be subdivided into:
– Essential
– Waste (Muda)
What is Muda?
• Muda (無駄) is a Japanese word meaning
"futility; uselessness; idleness;
superfluity; waste; wastage; wastefulness“.
• A Nursing Procedure = Is value added
• The Registration Process = Is Non-Value
essential
• Waiting to be registered or the time between
registration and the procedure is pure waste.
• What is an example of a value added activity
in their day?
• What is an example of a non-value added
activity in your day? Essential and Muda
Value vs. Waste
MINIMIZE to make
improvements
Value enabling
i.e. required to allow steps to occur
Value
Necessary
waste
Non-value added but
essential
Unnecessary
waste
ELIMINATE to make
improvements
i.e. required by law or
regulations
Lean attacks waste!
• VALUE ADDED
• NON VALUE ADDED WASTE
• Necessary waste is essential to a finished
product
• Unnecessary waste, once identified, should be
the focus of improvement or correction
There are 7 types of waste
Waiting
Inventory
Defects
Extra Processing
Transportation
Overproduction
Inventory
Motion
Can you think of any more types of wastes?
8th type of waste-Human Potential
Example
• Your job does not match your skill set…
• nurse filling paperwork and making phone calls
• Staffed for 8 hours but only 4 hours worth of work
• Give an example of common types of waste in your
average work day…
• An example of Overproduction waste is over ordered
tests
DFSS
• Design for Six Sigma (DFSS) is an improvement
system used to develop new processes or
products at Six Sigma quality levels.
Define
• Define the goals of the project and that of the customers
• Quantify the customer needs as well as the goals of the
Measure management
• Analyze the options, existing process to determine the cause of
error origination and evaluate corrective measures
Analyze
Design
• Design a new process or a corrective step to the existing one to
eliminate the error origination that meets the target specification
Verify
• Verify, by simulation or otherwise, the performance of thus
developed design and its ability to meet the target needs
DFSS
• New ED
• Expanding units
• System implementation
• Process improvement for a new system as opposed to
DMAIC, which focuses on modifying or improving an
existing process
• The go-to method for starting from scratch
• Used for something brand new.
• Process mapping before you have a new system
• Getting it right straight off the bat
Change Acceleration Process
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Current
State
Transition
State
Improved
State
Making Change Last
Monitoring Progress
Changing Systems & Structures
41
• Effectiveness of a project is based on the
following equation: Q +A2 = Effectiveness
(Quality + Acceptance and Accountability =
Effectiveness)
Leading Change:
Having a champion who sponsors the change.
•
Leadership provides the time, passion and focus for the effort.
Creating a Shared Need
The reason to change, whether driven by threat or opportunity, is instilled within the organization and
widely shared through data, demonstration, demand or diagnosis. The need for change must exceed
its resistance.
•
•
Shaping a Vision
The desired outcome of change is clear, legitimate, widely understood and shared.
•
•
Mobilizing Commitment
Key stakeholders are identified, resistance is analyzed, and actions are taken to gain strong
commitment from key constituents to invest in the change and make it work.
•
•
Making Change Last
Once change is started, it endures and flourishes. Learnings are transferred throughout the
organization. There is consistent, visible and tangible reinforcement of the change.
•
•
Monitoring Progress
Progress is real. Benchmarks are set and realize. Indicators are established to guarantee
accountability.
Changing Systems & Structures
•
Making sure that the management practices are aligned to complement and reinforce the change
(staffing, development, measures, rewards, communication, organizational design, resources,
systems).
Benefits of Process Improvement
(Financial and Operational)
• Financial – paychecks, upgraded equipment,
meeting metrics for CMS and private health
insurances
• Operational – biomechanics, improve
departmental processes to relieve employee
stress
PI Promotes key Values
Perfect Performance
Exhibiting our highest level of
skill, ready to provide expert
care and service. Excelling at
our jobs as individuals and
teams. Doing it right the first
time, assuring the safest,
highest quality of care.
Visionary Spirit
Best Self
Bringing our best to work. Being
positive, encouraging,
professional and productive.
Doing the right thing regardless
of the inconvenience we face.
Human Touch
Treating everyone with care
concern and passion. Being
sensitive, always promoting a
warm and welcoming
environment. Embracing our
diverse community.
Creative and innovative. Eager
to generate new ideas. Open
and receptive to learning,
changing and improving.
Continually advancing to new
frontiers of healthcare
delivery.
Business Best
Using our resources with
discipline and integrity.
Assuring value and efficiency in
every action that we take.
Recognizing that each one of us
has the power to make a
difference.
Types of benefits – Hard & Soft Savings
Hard Savings (= cash)
$$
Soft Savings (= non-cash)
Financial Benefits
• Revenue Enhancement
• Higher prices for services
• New products/ services
• Cost reduction
• Lower cost of products and services
• Lower Cost of Non Quality
• Reducing Working Capital
• Capital tied up in:
• Inventory
• Late Receivables
$$
• Opportunity Savings
• Freeing up resources
to work on other items
• Cost Avoidance
• Cost would have
appeared if project
not done
• Soft Capacity Increase
• Capital tied up in
inventory, late
receivables, early
payments
• Patient satisfaction
• Improved reputation
• Brand image
• Employee motivation
• Technology
improvement
• Conformance to law &
regulations
• Risk management &
business controls
• Early Payments
47
Revenue enhancement
– Higher prices for products / services
– Increased market share
– New products / services; new market segments
• Definition
– Production capacity in any process is raised above its baseline level in
order to meet higher supply demands
– This is accomplished without large capital resources
– The savings calculation is based upon production over baseline
multiplied by the products’ gross margin
• Example
– Product A is in such a high demand, that every additional product
produced, can be sold immediately
– A LSS project resulted in raising the production rate to 15% above
baseline period
– New sales
– Increased retention of profitable customers
– New products
Cost reduction
– Lower costs to produce, sell, deliver products / services
– Lower costs of non-quality
•
Definition
– Decrease in spending from (prior year’s) baseline spending
– Categories may include: unit cost of operations, unit cost of production, transaction cost,
selling expenses, overhead cost, distribution costs, manpower
•
Example
– After completion of a project regarding gas consumption in a heater, heater control
optimization resulted in savings of 15% compared to previous year
– Labor cost: reduced number of hand-offs
– Cost of capital: decreased time of production to customer payment
– Supplies: decreased volume of supplies due to process improvements
– Rework: less scrap material due to improving quality at the source of the defect
– Servicing cost: decreased number of quality related service calls
– Occupancy: decreased storage area due to quicker shipping times
– Recalls: decrease in number of quality related calls
Reducing Working Capital
• Reducing working capital tied up in
–
–
–
inventories
late receivables
early payments
Project Selection
50
Project Selection
Strategic Plan
Customer
Requirements
Costs Associated
with Errors and
Rework
Business Metrics
‘Low Hanging
Fruit’
51
• Strategic Plan
• Customer Requirements – customer can be
patients or physicians
• Business metrics – patient satisfaction scores,
door – balloon metric/cardiac cath, stroke
metrics
• Cost associated with errors and rework –
patient identification
• Low hanging fruit – easy fix projects with a
high rate of return
Possible Critical Strategic Initiatives
Budget Drivers
Strategic Drivers
LOS/Capacity Management
Physician Integration
• Benchmarking and ongoing labor
management
• Competitive Compensation Program
• OB Practice Acquisition
• Cardiac Physician & Outpatient Center Acquisitions
College Campus Operations
• Start Relocation process for SED on
campus
Value-Based Purchasing
• Reimbursement tied to quality (effective
10/1/12)
Supply Reductions
• Benchmarking through Thomson Reuters
Capacity Management
• LOS
• Utilization / Intensity
• Gainsharing (Medicare/Horizon)
Targeted Volume Growth
• Women’s Services
• Pediatrics
• Emergency Room (Peds & Adult)
• Ambulance/MICU
• Branding
Ancillary Service
• Generate System savings/revenue (Lab, X-ray,
Ambulance, Pharmacy)
Yellow
Training Projects will be to impact Strategic Initiatives
The goal of all
SixBeltSigma
53
Key Improvement Initiatives
Department Goals
Patient Satisfaction
Joint Commission
National Patient Safety Goals (NPSG)
Length of Stay (LOS)
Capacity Management
54
Just Do It…”Low Hanging Fruit”
55
Process Improvement Tools
Process Map
• High Level Process Map or SIPOC
– Suppliers (or Source)
– Inputs
– Process
– Outputs
– Customers
• It is used to help set the project scope
• Used to identify the Stakeholders
SIPOC’s set the boundaries – the process details will
be included in a detailed process map
5
7
• Used to identify the stakeholders
• SIPOC provides a high level overview of the
process.
• Broken down into the following categories –
suppliers, inputs, process, outputs, and
customers – are listed directly on the SIPOC.
Why use the SIPOC?
• To provide a high-level understanding of the
process being investigated
• To identify the specific start and stop points of
the process and prevent scope creep
• To identify an initial high-level list of
–
–
–
–
–
Customers who receive an output from this process
Outputs from the process
Major steps of the process
Inputs that are required to produce the outputs
Those that supply theSIPOC’s
inputs
the
process
areto
used
to focus
the scope of projects
5
9
• SIPOC’s help to focus the scope of projects
and serve as input into project charters.
• By using a SIPOC, we get clear information on
the project from the start to finish.
• Admit order to floor (ED MD Vs. Primary MD)
• Focuses scope
• Identifies stakeholders (includes both internal
& external)
What does a SIPOC look like?
Source
Inputs
Process
Output
-Hospital
-Dr.'s Office
-Other Hospitals
-Patient status
Paper Form/ Patient
Folders
Patient Information Form
Initial Certification Haven
Hospice
Haven Hospice form to Dr
-Completed
Statement of responsibility 2. Complete Initial
Medicare Beneficiary
Assesment Contact Sheet Forms
Admissions Interview
Progress Notes
Interdisciplinary Care Plan
Components Checklist
Nurse Manager
Schedule
Paper Form/ Patient
Folders
Customer
-Appropriate
1. Receive patient referral Hospice
-Nurse Manager
patient
H&P Section
Store for records
Send to Dr.
Store for records
Store for records
Store for records
Store for records
Add to Front of Chart
-Nurse current schedule
3. Schedule nurse/ home
-Nurse availability
-Schedule of -Nurse Manager
health aid
-Territory
Patient visits
Hospice Consent Form
Health Release
Authorization
DNR
Store for records
4. Initial Patient Visit
-Completed
Store for records
Forms
Store for records/Copy in
Home
•
•
•
•
•
SIPOC
Source is internal or external
Inputs are material or service
Process is what do you do with the input
Output is what we get as outcome from the
process
Customer is the end receiver of the
information/service or product
• When completing a SIPOC, you start with the
process or middle column
Process Maps
A process map is a graphical illustration of a process.
Process maps depict the steps of a process and who
performs each step.
•
•
•
•
•
•
Process Maps
Commonly used tool
May be involved in mapping a process… step
by step
Making coffee….
Three versions
It is VERY important to know the TRUE
process, through observation. (Time
Commitment required to do this).
Some have done a process map at work and
at home.
Value Stream Map
Annual forecast, monthly
order
Monthly order
Production
Control
Supplier
Customer
Weekly
Shipment
100 units/month
Daily shipment
Daily SAP schedule
Truck Shipment
Mondays
500 pieces
– 20 days
Truck Shipment
Improve quality &
eliminate quality check
Have supplier
prepare parts
Parts prep
VE
11person
person
Implement pull
with kanbans
Initial assembly
100 pieces
– 4 days
C/T = 10 s
C/O = 1 h
M-F 1 shift
Uptime = 80%
VA
1 person
Implement pull
with kanbans
Final assembly
100 pieces
– 4 days
C/T = 25 s
C/O = 1 h
M-F 2 shifts
Uptime = 90%
Leaves at
4:00pm
VA
2 persons
Quality check
50
pieces–
50 pieces
2 days
C/T = 15 s
C/O = 3 h
M-F 2 shifts
Uptime = 60%
NVA
1 person
100 pieces
– 4 days
Shipping
C/T = 45 s
C/O = 0.5 h
M-F 2 shifts
Uptime = 95%
Eliminate
rework loop
20 pieces –
1 day
200 pieces
– 8 days
Rework Process
NVA
4 days
10 s
4 days
25 s
2 days
15 s
4 days
Wait time : 14 days
45 s
Processing time : 95 s
•
•
•
•
Value Stream Map
Defines the values for each step of the
process.
Each step can be analyzed to see what is VA,
NVA, essential, non essential.
Patient coming in for an exam - registration is
a NVA for customer but VA for business,
waiting to be called in is NVA
Helps to look at the current process in detail &
identify waste in each step of the process.
Scheduled
tests entered
in MiSys
Telephone
and fax
requests
Patient arrives at
destination
Transporter Resource
Center
IP Units
Testing
Sites
Cross Functional Flow Diagram
Telephone
and fax
requests
Printout
from
MiSys
Dispatcher enters
request in PFS
In PFS, assign
Transporter
Transporter
receives page w
assignment
5 mins.
10 mins
5 mins
Acquire
equipment
5 mins
Transport
Patient
15 mins
Close call
using IVR
40 min
67
Cross-Functional Flow Chart
• This is another way to identify waste in the
process based on who does what and how
long it takes.
• Helps determine Cycle Time based on
functional areas and see how the process can
be improved.
• Multiple areas with multiple functions (can
lead to issues)
Basic Process Map
69
Basic Process Map
• Defines every step of the process in detail
along with their decision points.
• Helps identify root cause for the issues
Lean Tools
Work Out
Kaizen Event
 A process of concentrated
team-based decision making an
empowerment used to resolve
issues and standardize
processes
 Team: Experienced,
knowledgeable people with a
stake in the process who are
chartered to develop LEAN
solutions and action
 Implementation of changes:
within 30-60 days
 3.5 day activity to streamline
the process by removing waste,
standardizing work processes
and developing metrics to
monitor the health of the
process utilizing LEAN principles
 Sponsored by the executive
team
 Implementation of changes:
Immediately following event
Hands on…turns ideas into actions!
Lean Tools
• Both are hands on. People involved get
together to meet and talk about the process
to resolve issues and eliminate waste.
• Workout involves managers/directors.
Implementation is 30-60 days. Could be for a
particular department.
• Kaizen is more intensive running about 3 days
involving executive leadership.
Implementation is immediate. Could be more
global throughout the organization.
Measurement
What really- drives change?
JFK Values
Behaviors
Measures
“People Behave based on how they are Measured”
Do you agree? And how could we measure our people and processes to drive the continuous improvement?
74
• Press Ganey and HCAP (Hospital Consumer
Assessment of HealthCare Providers) scores
• Low score areas are the areas that we are
going to concentrate on.
• What are we scored on? Accreditation?
Student Surveys?
Measurement
Persuasion by RATIONAL THOUGHT !!!
76
• Decisions must be based on data rather than
opinion or hunch.
Sustaining Change
Establish Metrics and Goals
Monitoring of Metrics
Make Metrics Visible
Follow up Action Plan if not meeting goals
78
• You should know your departments metrics
and goals
• Monitoring is important to see your progress
• Post metrics for all to know where we are and
allows us to make improvements based on
statuses
Make Metrics Visible
Variability
“Right the First Time” is
the most cost effective way
to achieve Customer Satisfaction
Variability
is the ENEMY !
6 SIGMA
81
• Reducing Variability is Important in healthcare
with focus on health and lives.
• In a hospital environment each process should
be standard for every patient because each
patient deserves the same quality care.
• Standardization allows the entire workforce to
follow the same rules, regulations and polices.
Reducing Variation
A
Off-center
B
Too much spread
Two students shooting
at a target
• Which would you
rather teach and why?
Center
Process
Reduce
Spread
83
• The Bull’s Eye Illustrates the difference
between inaccuracy (mean shift) and
variability.
• Questions: Which is easier to correct,
Accuracy or Variability? Which has more
potential causes?
• Which will you need to correct on your
project? How can you find out?
Six Sigma Roles & Responsibilities
Certain roles must be fulfilled for DMAIC projects to be successful, just as orchestra members
must fulfill roles to make music
85
Six Sigma Roles and Responsibilities
Management Team
• Identify and prioritize Six Sigma projects
• Support Process Excellence Initiatives
Project Champion
• Own operational and functional results
• Remove barriers for Black Belt
• Identify and prioritize Six Sigma projects
Process Owners
• Implement solutions
• Ensure process improvements are captured and sustained
• Make project suggestions
Finance Rep
• Partner with Blackbelts & Champions as financial consultant
• Assist w/ cost/benefit analysis (forecast & actuals)
• Financial validation& reporting
Black Belts
• Full-time position
• Lead cross-functional project teams
• Apply Six Sigma strategies/methodology at functional level
Green/Yellow Belts
Team Members
• Part-time position
• Extend reach of Black Belts on Six Sigma projects
• Take on mini projects of their own
• Knowledgeable of the process
• Can dedicate to the project
Typical PI Structure
Black
Belt
• Oversee PI Training throughout an organization
• Mentors others in Process Improvement projects
• Lead Cross Functional Projects
• Training: Not offered
Green
Belt
Yellow Belt
White Belt
• Trained in Six Sigma Methodology
• 10 days of training
• Complete Green Belt Project
• Utilization of Process
Improvement tools
• Create more impactful metrics
• General understanding of
Process Improvement
methodologies
• Able to Identify Projects
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Contact Info:
Harry H. Holdorf
harryhholdorf@gmail.com
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