The Implications of the New International ISO Standard for ... · There are three levels of...

transcript

tony@servicesltd.co.uk

13-14 September 2016

YES! NO!

Fujitsu, global bank, construction industry, retail, insurance, manufacturing, metals…….

Consistency

(Lean) (Six Sigma)

Process Improvement approaches

Contents Page

Foreword ...................................................................................................................................... iv

Introduction .................................................................................................................................. v

1 Scope ................................................................................................................................ 1

2 Normative references ..................................................................................................... 1

3 Terms and definitions ..................................................................................................... 1

4 Competency of key Six Sigma, Lean, and Lean & Six Sigma personnel .................. 2

5 Adequacy of an organisation with regards to its Six Sigma, Lean or Lean & Six Sigma approach and deployment.................................................................................. 3

6 Resource management ................................................................................................... 3

Annex A – Six Sigma ................................................................................................................... 6

Annex B – Lean .......................................................................................................................... 31

Annex C – Lean & Six Sigma .................................................................................................... 56 tony@servicesltd.co.uk

o Interpersonal and team leadership skills.

oMotivating others.

o Numeracy.o Practical problem solving (opportunity realisation).o Presentation and reporting skills.o Process thinking skills. o Project management.o Risk analysis.o Self-review and development.o Six Sigma tools.o Stakeholder management.o Statistical concepts.o Statistical software use.o Sustainability and control.

7. Workplace optimisation.

8. Team based process improvement/problem solving.

9. Implementing Lean approaches.

10. Analysis of data.

11. Risk Analysis.

12. Sustainment.

13. Motivating others

14. Managing productive time.

15. Workload planning.

16. Self-review and self-development.

17. Lean techniques.

18. Presentation & reporting skills.

There are three levels of practitioner in Lean & Six Sigma.C1: Lean & Six Sigma Green Belt The competencies for this level of expertise comprise the combined competencies of Green Belt in Six Sigma AND Practitioner in Lean.Refer to Annex A table A1 and Annex B table B1.

C2: Lean & Six Sigma Black Belt The competencies for this level of expertise comprise the combined competencies of Black Belt in Six Sigma AND Leader in Lean.Refer to Annex A table A2 and Annex B table B2.

C3: Lean & Six Sigma Master Black Belt The competencies for this level of expertise comprise the combined competencies of Master Black Belt in Six Sigma AND Expert in Lean.Refer to Annex A table A3 and Annex B table B3.

The certification process & how to apply

Simultaneous certification possibility for Lean and Six Sigma

Simultaneous Certification possibility for

Building & maintaining your portfolio of evidence

Practising in Your Role & Documenting Your Application for Certification

• You need to ensure and evidence an appropriate breadth and depth of practice experience in order to document your application for certification.

• As part of this, you need to ensure that you not only provide evidence of practice in relation to understanding and applying the required 18 Lean competencies and/or the 23 Six Sigma competences in ISO18404, but also, where appropriate, of managing and training these competences.

• The requirements for this in ISO18404 for the three levels of Six Sigma Belts and their Lean equivalent are complex, and you should refer to the standard for full details.

• Considerable Abuse, accidental & intentional• Varied quality of provision & approaches• No international recognised standards or

approaches• Big lucrative provision, training & certification

market• Some bad Lean & Six Sigma out there, plus bad

training• High risk to organisations and individuals

lacking understanding

Does Lean Need An ISO Standard?

• ISO18404 as an international ISO standard for Lean & Six Sigma practice provides:• A good practice reference source & standard as to what

is expected• A management system to help ensure that the Lean

implementation ‘doesn't lose its way’• An opportunity for individuals & organisations to be

recognised as meeting international standards• A ‘lock in’ to ‘keeping the eye on the ball’ as

management wont generally like to lose a standard once certified.

BUT …..

Just because something CAN be done badly, does NOT mean that it isn’t a good idea

BUT it does need to be done carefully…

Make sure the management system is implemented in such a way that the system;

• is purpose-built for the nature of the organisation, as well as the requirements of the applicable standard.

• no more onerous and restrictive than is necessary to meet the requirements of the standard it is built to meet.

• understood & supported by everyone.

• incorporates appropriate training to support the implementation.

• is integrated as appropriate in terms of common requirements, such as document control, internal audit and keeping records, with any other organizational management systems

Questions

The Implications of the New International ISO Standard for ... · There are three levels of...

Documents