Being similar concepts, these two tools are often confused for one another by those just getting started with Lean Six Sigma. In this article we will cover each framework in more detail and discuss the differences between DMAIC and DMADV.

What is DMAIC?

The most robust and widely-used Lean Six Sigma tool, DMAIC is used to improve existing processes. DMAIC seeks to identify, measure and resolve the causes of unknown problems with a process using data and statistical analysis.

DMAIC stands for:

1. Define. Define the problem with the process and use that information to establish the goals of the project and the needs of the process customers. The Define stage helps to focus the project and ensures its goals are aligned with those of the organisation.
2. Measure. Measure the process to collect data on current performance. This helps to both quantify the problem being experienced and establishes baseline performance prior to improvement projects.
3. Analyse. The Analyse phase focuses on identifying the root cause of the problem to uncover the true issues with the process.
4. Improve. With the root cause identified, the process improvement team can begin making improvements and implementing their plan. The Improve phase is also where Lean Six Sigma professionals will refine their countermeasures, carry out solutions and collect data to find out if there is a measurable improvement.
5. Control. The Control phase seeks to develop ways to maintain the improvements made to a process. The focus here is on creating sustainable change that delivers positive results over the long-term, usually through continuous monitoring and updating of the process.

What is DMADV?

DMADV is a Lean Six Sigma tool that assists with the development of new products, services and processes. Using DMADV provides solid grounding for new processes by identifying key deliverables and basing the development cycle on real data and analysis.

DMADV stands for:

1. Define. Define the problem the business is experiencing and how a new process can resolve that problem. This stage includes identifying project goals, customer deliverables, project scope, allocated resources and an estimated timeline.
2. Measure. The Measure phase works to understand the customer’s requirements. Customer requirements can then be used to identify things that are Critical to Quality (CTQ) in the new process. Each CTQ that is identified requires its own measurement systems.
3. Analyse. During the Analyse phase, design concepts that will address customer demands and CTQs are developed. The Analyse phase also generates alternative design concepts, which can later be evaluated and have their best parts combined to create the final process design.
4. Design. The best process design from the Analyse phase is converted into a prototype during the Design phase.
5. Verify. In the final stage of the process, the prototype from the Design phase is validated. The Verify phase seeks to make sure the new process addresses all CTQs, performs its intended functions and aligns with organisational goals.

The DIfference Between DMAIC and DMADV

While DMAIC and DMADV share three of the same letters, the two tools differ widely in their application. The primary difference between the two tools is the way they are used. Where DMAIC is used to define, measure and improve existing business processes, DMADV is exclusively used to develop new processes (such as products and services).

DMAIC and DMADV also differ in several other ways:

• DMAIC measures how a process is currently performing. DMADV measures a customer’s needs and seeks to develop a matching process.
• DMAIC aims to minimise the defects in a process, reducing waste and delivering organisational performance increases. DMADV designs business models to meet customer requirements.
• DMAIC establishes controls to monitor the ongoing performance of a process. DMADV undergoes testing and simulations to verify that the process meets the needs of customers and the organisation.

Despite the difference in their applications, DMAIC and DMADV work together to deliver stronger processes that directly address the needs of customers. Combined, these two tools deliver on the central mission of Lean Six Sigma, which is to reduce organisational waste and improve the quality of products.

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Lean and Six Sigma offer a variety of tools designed to improve the way organisations operate. Reducing waste and improving product quality saves money and increases customers satisfaction, ultimately leading to greater profits and better outcomes for customers. DMAIC and DMADV are just two of the tools taught as part of the Lean Six Sigma training courses at Thornley Group. Our programmes can be tailored to meet the needs of every member of your business, from the factory floor to the boardroom. Contact us today for more information on our Lean Six Sigma and corporate solutions.

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What is a Lean Six Sigma Control Chart?

Control charts are a graphical representation of process behaviour over time and are one of Lean Six Sigma’s primary control techniques. Along the X-axis, control charts show process outcomes as a variation from mean over time, allowing Lean Six Sigma teams to identify undesirable variation. Control charts are often developed prior to improvement efforts as a means to determine whether a process is stable enough to be altered.

Using control charts, Lean Six Sigma practitioners can determine whether a process is in control, monitor changes due to improvement efforts and identify two key types of process variation:

1. Common-Cause Variation. Common cause variations are inherent in the process and are typically due to chance. For instance, if a control chart were used to track cross-town deliveries, the level of traffic on the road could slow down travel and result in common cause variations in delivery times.
2. Special-Cause Variation. Special cause variations fall beyond the expected results and are not due to chance. The causes of special variations can often be identified and eliminated. For instance, if a broken down van caused a significant delivery delay, we could identify a need to invest in preventative vehicle maintenance to reduce future occurrences.

Designing a Lean Six Sigma Control Chart

As with any process improvement project, the key to creating effective control charts is to determine what data needs to be measured. Establishing a central measurement allows Lean Six Sigma practitioners to inspect a process and find out whether any improvement is required, as well as measure the effectiveness of any projects that do take place.

The exact metric being measured depends on the process. Continuing our example from above, tracking delivery times is a simple way of determining whether customers received their orders in an acceptable amount of time. For more complex processes, a control chart could measure metrics such as manufacturing time, customer satisfaction, wastage or other relevant process inputs or outputs.

The Components of a Control Chart

Once a process’ critical metrics are determined, control charts can be created to measure and monitor the outcome of any Lean Six Sigma projects. Control charts contain three simple elements that allow practitioners to plot a process over time:

• A centreline. The centreline is simply calculated as the mean of all input data points.
• Upper control limit. The upper control limit (UCL) is placed three standard deviations above the centreline.
• Lower control limit. The lower control limit (LCL) is placed three standard deviations below the centreline.

Control charts rely on probability to determine whether process variations are within expected limits. The typical placement of the UCL and LCL at three standard deviations captures approximately 99.7% of all data in a standard distribution. If a result falls within three standard deviations, it is labelled a common-cause variation. Results that fall outside the control limits are deemed special-cause variations and are likely to be the subject of process improvement.

How Control Charts are Used

Control charts are used throughout process improvement, from identifying unstable processes and tracking improvements to measuring the overall outcome. Lean Six Sigma control charts may be used to:

• Track the performance of a process to understand whether improvement is required
• Track the performance of a process to establish controls
• Provide a simple representation that can be used to discuss the performance of a process or Lean Six Sigma project
• Reduce the need to manually inspect processes
• Predict process trends, capacity and performance
• Determine whether improvement projects are having an effect on the process
• Capture data that can be used for review and follow-on improvement projects

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Control charts are among the most robust and ubiquitous tools in use by modern Lean Six Sigma practitioners. Established properly, a control chart is a simple way to collect and realise critical information. This means control charts are one of the most effective tools for demonstrating the value of Lean Six Sigma to organisational leaders and stakeholders. If you would like to learn to create and interpret control charts, book a training course with Thornley Group today. Our instructors offer a range of programmes to suit everyone from individual professionals to corporate groups. Speak to our consultants today if you would like to book your next Lean Six Sigma training course.

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What is Change Management?

Change comes for all businesses. It is critical to the ongoing success of an organisation, although it often presents a range of technical and cultural problems that must be addressed. The role of a change management team is to successfully manage the shift. Using a dedicated team to manage change allows the process to be centrally controlled by leaders who understand what the change involves and can address any issues with the implementation.
Introducing Lean Six Sigma into a business is undoubtedly a change in and of itself, but the tools offered by Lean Six Sigma also act as an effective change management tool. In fact, change management forms an integral part of process improvement and greatly increases the likelihood that changes are sustainable and a long-term success.

Communicating the Nature of the Change

The major roadblock for most types of change is that the most affected employees lack an understanding of the nature of the change. Whether change takes the form of a new CEO, new processes, new technology, new clients or something else, employees are often left having to make changes blindly.

Altering the way employees work and how their results are measured can create significant cultural and technical friction. Without knowing the exact Why and How of the change, employees are left unmotivated to learn new processes and overcome their entrenched working behaviours. The good news is that when implementing Lean Six Sigma across an organisation, communicating the nature of the change is a mission-critical step. During the first phase of implementation, project sponsors are charged with clearly communicating the details of the change and helping the affected employees understand the Why and How of the project.

Understanding the Outcome and Benefits

Not all organisations have the time or resources to offer wide-scale Lean Six Sigma training to their employees. Instead, they rely on dedicated teams (often composed of Black Belt professionals from outside the organisation) to sponsor and deliver projects. While this system can deliver short-term benefits, it can be a struggle to create sustainable, ongoing change.
Including all employees in the Lean Six Sigma mindset makes everyone in the organisation responsible for the outcome and benefits. Assisting employees to understand the point of any changes helps them become invested in the outcome and proves to them the value of the project. Once they are convinced of the project’s benefits, employees are far more likely to overcome their own reluctance to change and work towards an outcome that benefits everyone involved.

Lean Six Sigma as a Change Management Tool

An effective deployment of Lean Six Sigma inherently creates organisational change. While the change delivers product and process improvements that are beneficial to everyone involved, entrenched patterns can be difficult to overcome.
This human element of change is the one that is most often overlooked by managers attempting to make changes. Ideally, Lean Six Sigma professionals are trained in change management, and they understand the importance of managing the people involved in the process. In most cases, an effective Lean Six Sigma project will be its own advocate. With effective communication that helps employees understand and become invested in the project, Lean Six Sigma can serve as both an organisational shift and a change management tool that facilitates the shift.

Create Effective Change With Lean Six Sigma Training from Thornley Group

Inspiring change among entrenched employees presents a challenge, even for experienced process improvement teams. Properly managing projects and the change they bring is critical. Thornley Group offers a range of Lean Six Sigma training solutions designed to help organisations implement sustainable change and deliver long-term improvements to their business. Our instructors are experienced in the real world deployment of Lean Six Sigma projects and how to manage the accompanying changes. For more information on our training programs and corporate solutions, please feel free to contact Thornley Group at any time.

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1. Ford

As one of the progenitors of process improvement, it should be no surprise to find the Ford Motor Company on this list. While Ford originated and used its own early version of process improvement, in 1999 the company adopted Six Sigma as part of a push to improve the quality of its products and control defects that plagued production at the time. Taking inspiration from other major manufacturers like General Electric, Ford adopted Six Sigma across the company with support from senior management to deliver better products and win back consumer trust.

2. General Electric

Operating in major industries including aviation, power generation, renewable energy and healthcare, General Electric (GE) is a global production leader. GE invested in Lean Six Sigma in a big way, requiring all employees to undergo a training program and complete a Six Sigma project before the end of 1999. Thanks to the full support of GE’s leadership, their Six Sigma implementation was highly successful. As part of the original program, employees were encouraged to participate with rewards such as promotions and bonuses being handed out upon the success of their Lean Six Sigma projects.

3. Honeywell

Honeywell International is a multinational company that produces a range of consumer products, engineering services and aerospace systems. Their original implementation of Six Sigma came during the late 90s when they merged with AlliedSignal, another major production company of the time. The two companies combined their process improvement systems to develop their in-house Six Sigma Plus program, which is reported to deliver in excess of $1 billion of productivity improvements annually.

4. 3M

A manufacturing giant producing everything from Post-It Notes to consumer electronics, 3M is a global leader and Lean Six Sigma organisation. Originally introduced by former-CEO James McNerny, Six Sigma helped transform 3M, saving the company millions of dollars and promoting the innovative thinking they have become famous for. To date, 3M has more than 30,000 successful Six Sigma based projects to their name.

5. Caterpillar Inc

Famous for their yellow mining, construction and earthworks equipment, Caterpillar Inc (commonly called Cat), employs a Six Sigma program that dates back to the early 2000s. Six Sigma proved so effective that even in its first year, Cat saw the savings of their program outweigh its implementation costs. Ultimately, through process improvement, Cat delivered impressive savings and quality improvements, reaching their initial revenue goals two years ahead of schedule.

6. Xerox

Famous for their early invention of much of the technology we use today, including photocopiers, computer mice and more, Xerox became a Lean Six Sigma company in the 90s. By 2002, Six Sigma had been rolled out across their entire company, delivering efficiencies to their broad range of production operations. Xerox reports hundreds of millions in annual benefit from its Six Sigma projects, helping the company focus on data-driven quality improvement and waste reduction.

7. Bosch

A major player in producing consumer goods, industrial technology, energy, tools, security systems and vehicle parts, Bosch is a true manufacturing giant. One of Bosch’s primary process improvement tools, Six Sigma has helped Bosch pursue efficiency, effectiveness and flexibility throughout their production systems. Process improvement has become an indispensable tool for Bosch, with the company’s various national presences operating their own Lean departments to realise transformations in all local markets. Meanwhile, the company stands at the forefront of providing smarter manufacturing solutions to other companies around the world. As one of their major production areas, Bosch develops a range of technology and equipment designed to help their customers bring about the Lean factories of the future.

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With roots dating back nearly half a century in some of the world’s largest manufacturing companies, Lean Six Sigma remains a highly effective tool for managing quality and improving outcomes. For professionals, it presents a unique opportunity to enter an in-demand industry and provide expertise that supports the operations of the world’s most productive companies. Whether you are looking for your first Lean Six Sigma certification or are ready to obtain your next one, Thornley Group offers a training solution for you. Our experienced instructors provide engaging material that offers you all the tools and information you need to make a difference to your organisation. Contact us today for more information on our Lean Six Sigma training programs and corporate solutions or to book a course with Thornley Group.

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Early Process Improvement Techniques

With the beginning of the industrial revolution in the late 18th and early 19th centuries, manufacturing businesses were quick to seek out ways to improve their processes. While early manufacturing was rudimentary and produced less complex components, early inventors like Eli Whitney were key promoters of process improvement. Whitney was a champion of interchangeable parts in manufacturing. The interchangeable parts movement sought to standardise certain parts and components, meaning they could be used for many different processes.

There are many early examples of process improvement in manufacturing, some of which even date back thousands of years. But, as technology improved, champions such as Whitney were able to press for real changes that would go on to underpin the modern world as we know it.

The History of Lean Principles

Lean is a set of principles for efficiency in processes that resulted from the Toyota Production System in the mid 20th century. In the 1950s, Toyota was still a small-scale car manufacturer. World War II had hurt their business, but producing trucks during the Korean War gave Toyota the experience and income they needed to expand. Wanting to further their business after the war, several Toyota executives visited automakers like Ford, touring their factories and learning from their American counterparts’ success. These visits ultimately led Toyota to develop their Lean Manufacturing principles, all of which are still applicable and valuable in modern businesses.

The Toyota Production System (Toyota’s Lean Manufacturing system) primarily focused on identifying and eliminating process waste. This improved the quality and flow of production, ultimately delivering better products to their customers. By empowering every worker with respect and the ability to reach their potential, Toyota used Lean principles to minimise waste, produce better cars and pioneer manufacturing standards that have since spread across the world.

The History of Six Sigma

The 20th century was ripe with manufacturing ideologies such as Lean and Total Quality Management. But, as Lean grew in popularity, so too did Six Sigma. Developed in the 1980s by Motorola – who produced microprocessors and spurred the computing revolution at the time – Six Sigma was their approach to quality improvement and control. Motorola’s Six Sigma gave rise to the DMAIC (Define, Measure, Analyse, Improve, Control) principles that we still use today. The DMAIC framework empowered Motorola’s employees to institute greater quality control over processes that were designed to create standardised and highly repetitive products. A Six Sigma process is one in which 99.99966% of all parts are produced without defect.

Motorola’s Six Sigma and its DMAIC principles ensured their products were of the utmost quality and repeatability, which is a critical factor in microprocessor production. Their new focus on quality led to great improvements in the finished product, saving Motorola $2.2 billion over the next 4 years, and making their products highly sought after by a growing industry.

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Process improvement has its roots in humanity’s very earliest civilisations. The pursuit of efficiency and improvement has always driven us to seek new ideas and better results. Lean and Six Sigma have been applied by businesses all over the world for decades with great success. Improving your business, reducing waste and delivering better products is the goal of all Lean Six Sigma training with the Thornley Group team. We empower process improvement professionals with the tools and skills they need to make a difference and offer major benefits to their organisations. If you are interested in learning more about Lean Six Sigma and how it can help your business thrive, speak to our experienced instructors and book your next Lean Six Sigma training course today!

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What is a Project Charter?

A Project Charter is a simple document that lays out the Lean Six Sigma project along with its goals and scope. The document is intended to support project proposals and provide a high-level framework for process improvement professionals to plan their work.

Project planning and development is a key component of Lean Six Sigma. Organisations commonly make the mistake of failing to plan their work and its long-term effects. While this does not prevent the business from achieving some success in their process improvement, the result is often that businesses have to revisit the same problems over and over. Introducing project charters allows improvement teams to make a fundamental plan that can be presented to managers and used to guide their efforts.

The 6 Components of a Project Charter

Project charters are intended to be high-level overviews of the improvement project. In most cases the documents are short, making them easy to read and excellent tools for improvement teams that want to present their projects to others.

A project charter details 6 components:

1. Business Case. The primary purpose of developing a project charter is to improve the organisation’s processes. The business case section is devoted to describing why the project benefits the company and why it should receive management support.
2. Identify the Problem. Problem statements are a brief description of the issue. A problem statement should be simple but specific, and avoid assigning blame or recommending solutions to the issue. If the solution to an issue is simple enough to be understood at this point, a Lean Six Sigma project is likely unnecessary.
3. Goal Statement. Your goal describes the ultimate outcome of the project. Like problem statements, goal statements should be brief but specific. A good goal follows the SMART system (Specific, Measurable, Attainable, Relevant, Time Bound).
4. Scope of the Work. The scope describes the limits of the work and what the project includes and excludes. For example, the scope could specify which departments, products or branches of the business will be included in the project.
5. Project Timeline. To keep the work on track, the project timeline defines important milestones. These typically follow the central DMAIC principles (Define, Measure, Analyse, Improve, Control), with milestones being placed at the end of each phase.
6. Team Structure. Finally, a project charter describes the team members that are required to complete the project. This section will commonly name key stakeholders, team members, the project sponsor and any system experts who will be consulted.

Lean Six Sigma Project Charters as Living Documents

Improvement teams often refer to their project charters as living documents. The phrase “living document” signifies that the details of the charter are not set in stone. While the charter is an excellent way to plan and disseminate an overview of the project, it remains flexible as the work progresses. As improvement teams make their way through each of the DMAIC stages, they will uncover new information that alters the way the project is handled. As a living document, project charters can adapt to these changes, allowing the team to continue their work unabated.

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Lean and Six Sigma practices offer valuable tools for businesses from every industry. Identifying and reducing organisational waste can have a marked effect on the quality of products, customer satisfaction and a business’ bottom line. If you have identified problems within your organisation, get in touch with Thornley Group for Lean Six Sigma training. Our courses can be tailored to suit all members of your business, and we train process improvement teams from the ground up. Whether you are interested in our corporate training solutions or simply want to upskill, speak to one of our consultants about our training programs today!

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Reduced Wait Times

Australia’s public health system is a fantastic resource for people all over the country. But, like many public health systems, it often suffers from long wait times for non-critical procedures. Measuring how long patients spend waiting is a key metric for many hospitals. Wait times have a direct effect on the standard of patient care, with long waits often causing patients who need care to leave prematurely or seek help elsewhere.

While Lean and Six Sigma have their roots in the manufacturing industry, the methodologies can be broadly applied to hospitals. The DMAIC principles taught as part of Lean Six Sigma training are indispensable for defining goals and identifying places where hospitals are experiencing delays. Having tools to systematically assess the way departments are functioning is key to developing process improvement solutions that reduce wait times.

Improved Quality of Patient Care

Healthcare is an industry dedicated to helping people, and many hospitals already measure the quality of care they are providing to patients. Ensuring patients have positive experiences, quick diagnoses and effective treatment are key factors in improving community health. According to the World Health Organisation, high-quality patient care is:

• Timely. Reducing wait times for consultations and procedures.
• Equitable. High-quality healthcare for all.
• Integrated. Providing healthcare that makes use of a full range of health services.
• Efficient. Maximising the care provided with the available resources.

Lean Six Sigma promotes significant improvements that can assist hospitals to achieve these four goals. Additionally, Lean Six Sigma will ultimately reduce operational costs and inventories, translating into further savings and efficiencies for the hospital.

Reduce Medication Errors and Liability Issues

Across Australia, there is an estimated 230,000 medication errors each year. The problem is no less prevalent in hospitals where medication is routinely dispensed and administered to hundreds or thousands of patients at a time. While the pharmacy industry has developed strict controls of its own, medication errors are still a reality. While some mistakes are minor, in many cases they risk doing serious injury to patients through overdosing, harmful drug interactions and potentially deadly side effects. This is not only of concern to patients, it can lead to major liability claims and expenses for a hospital. Employing Lean Six Sigma in a hospital’s diagnosis and pharmacy processes can identify the sources of medication errors and implement further controls to reduce the issue and its associated expenses.

Increased Productivity in Laboratories

Both public and private hospitals rely on the support of their various laboratory departments. In most cases, laboratories run around the clock, with staff always being on-hand to run tests and assist with important diagnoses. Pathologists perform a wide range of tests, including general chemistry, haematology, microbiology, immunology, surgical pathology, cytology and more. These tests range from simple, machine-conducted studies to complex assessments by highly trained clinicians. Introducing a thorough understanding of Lean Six Sigma into laboratory environments can minimise wasted time, reduce damaged samples and improve the turnaround on critical testing. By identifying bottlenecks, developing process improvements and building robust quality control systems, Lean Six Sigma can improve productivity and the reliability of hospital laboratory results.

Contact Thornley Group for Lean Six Sigma Training Tailored to Your Hospital

With reduced inventory, improved processes and fewer errors, patients and hospitals can both reap the benefits of Lean Six Sigma training. Thornley Group provides Lean Six Sigma courses for all levels of healthcare professionals, from nurses and laboratory technicians through to boards and governing bodies. Our programs are designed to assist organisations of all shapes and sizes. We can also tailor the content to suit your particular hospital to give your staff an even greater understanding of their role in process improvement. Speak to us today about our Lean Six Sigma training programs and consultation services.

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Even now, Lean and Six Sigma represent two of the most important tools the manufacturing sector has ever seen. Offering significant savings and improvements to both product quality and customer satisfaction, Lean Six Sigma is now must-have training for all manufacturers. Lean Six Sigma teams help to cut expenses and improve products, leading to several major benefits for the manufacturing industry.

Greater Cost Efficiency

The greatest benefit and driving factor behind Lean and Six Sigma principles are the benefits they offer to the bottom line. Reducing organisational waste and improving production methods ultimately lead to better products and greater customer satisfaction while decreasing expenses. A survey from the Economist Intelligence Unit showed that 90% of manufacturing executives reported reduced costs as a result of their Lean Six Sigma programs. When combined, these programs produce a noticeable boost to profits.

For executives though, it is important not to focus too heavily on the cost savings. Putting too much emphasis on reducing expenses can often lead to unsustainable improvements. For example, as processes become more efficient, laying off staff may be a good way to save money, but the impact on employee morale could lead to a net loss for the company. Lean Six Sigma practitioners should always remain mindful of the long-term effects when implementing business improvements.

Inventory Reduction

Carrying inventory is a major expense for manufacturers. Storing sufficient materials and products to service forecasts takes up valuable warehouse space and capital. Lean principles teach businesses to drive production based on real customer orders, rather than predictions. That means less warehouse space needs to be set aside for products. Especially in cases where forecasts exceed the real-world demand, reducing inventory can free up significant resources for manufacturers. Once inventory is reduced, manufacturers can pivot their model and produce smaller batches. Not only does this lead to improvements in lead times, but it also aids with quality control and reduces the losses associated with damage while in storage.

Improve Product Quality

Where Lean teaches businesses to reduce their expenses, Six Sigma focuses on improving product quality by reducing manufacturing flaws. By analysing, improving and measuring manufacturing processes, Six Sigma practitioners can identify issues and implement plans that improve product consistency. This goes on to improve customer satisfaction, giving businesses the chance to increase their profits while also reducing expenses.

Shorter Production Times

Eliminating manufacturing waste also has the effect of reducing production times. This is central to Lean manufacturing. Because inventory is kept to a minimum, short production times are vital, but they allow manufacturers to begin production and deliver orders in far shorter timeframes. The result is greater cost efficiency and an improvement in customer satisfaction.

Flexibility to Respond to Changing Markets

Reduced overheads, shorter production times and greater profitability all lead to improvements in manufacturing flexibility. All markets shift, and manufacturers need to respond to those changes in real-time. Lean and Six Sigma principles work together to put businesses in a position where they can change what they are doing, take on new customers and respond immediately to changing demands. Rather than being left holding large amounts of unwanted inventory, a Lean manufacturer can be agile and deliver the results their customers want.

Improve Manufacturing Processes With Lean Six Sigma Training From Thornley Group!

Originally born in the manufacturing industry, the tools and teachings offered by Lean and Six Sigma are still relevant today. For businesses that want to streamline their processes, reduce expenses and improve product quality, Lean and Six Sigma go hand in hand. Thornley Group offers a variety of training programs designed to equip organisations with the tools they need to realise business improvements. Our courses are suitable for every level of your company, from the workshop to the boardroom, and we can tailor our content to suit your business. Speak to us today about our training and consulting services and how your team can become Lean Six Sigma certified.

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Lay Out Your Lean Six Sigma Qualifications

The simplest place to begin when writing your resume is to include your exact Lean Six Sigma qualifications. Lean Six Sigma is a widely recognised practise that is valued by managers and directors in a wide range of industries, and obtaining qualifications through a recognised training organisation is the best place to begin. Establish whether you are a Yellow Belt, Green Belt or Black Belt, and include the certifier’s details and the date you undertook training. Where relevant, you can also include details about whether the qualification is part of your organisation’s training or whether it was an investment of your personal time.

Include Relevant Process Improvement Roles

Large businesses, especially in the supply and manufacturing industries, often have dedicated process improvement teams. With large processes come opportunities for inefficiencies and impressive improvements, so any role where you took part in dedicated Lean Six Sigma teams will look fantastic on your resume. Similarly, if your organisation does not have dedicated Lean Six Sigma roles, unofficial roles can still be listed on your resume. If you held one job title officially but were involved in process improvement as additional work, that still counts towards your relevant industry experience. In both cases, you should be specific about your role and the responsibilities that came along with it.

Discuss Your Lean Six Sigma Projects

Perhaps the best demonstration of your Lean Six Sigma qualifications, any projects you have worked on or led are an important inclusion on your resume. Headhunters, directors and hiring managers often look for simple ways to decide whether a new employee can add value to their team. Having concrete experience and hard numbers to back up your performance in previous roles is easy proof of your value. Remember too that your resume should always offer the brief details of projects – that means you have room to expand the resume entry and explain:

• The problem the business was facing, including any statistics about organisational waste or inefficiencies you were attempting to improve.
• The solution that was developed by the process improvement team.
• How it was implemented and any challenges you may have overcome.
• The results of your improvements and how you arrived at those particular measurement metrics.

Provide Relevant References

It is often the case that landing a new job involves a large element of networking. The people you know and the people who can vouch for your capabilities are one of your biggest assets. While seeking references or reference letters from your employers, managers and directors, consider obtaining a reference from previous process improvement projects. A team leader or company director who oversaw the projects you worked on had a front-row seat to your training and capabilities and will be able to provide a quality reference to any future employers.

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Lean Six Sigma principles are not limited to process improvement professionals. While the systems we teach were originally intended for those uses, they now have much farther reaching purchases in roles from every industry. Adding Lean Six Sigma experience to your resume is a fantastic opportunity to stand out from other applicants and make a name for yourself among fellow professionals. If you are ready to undertake your next Lean Six Sigma certification, then Thornley Group would love to hear from you. Contact Thornley Group today for more details about our courses and how you can get involved.

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For some organisations, it can prove a challenge to successfully implement process improvement initiatives. To ensure the best chance of making lasting change, it is important to make sure your business is ready to invest its effort.

Be Sure You Need Lean Six Sigma

Before you do anything else, you need to ask whether there is a strong basis for applying Lean Six Sigma in your organisation. Process improvement is an investment. The ultimate goal is to reduce waste and excess, but it takes time and resources to identify problems and implement solutions that will ultimately improve the business.

Investing in Lean Six Sigma may be a good idea for companies that see common problems or who regularly receive negative feedback from customers, employees and other stakeholders. Otherwise, decision-makers and team leaders may be able to provide insight on strategic-level problems that are overdue for improvement. Wherever the feedback comes from, be sure that Lean Six Sigma has a place in your business and can offer real value to your bottom line.

Make Lean Six Sigma a Core Part of Your Business

Lean and Six Sigma principles are a long term strategy and not a short term fix. Implementing process improvement takes consistent effort from everyone in the organisation, not just your Lean Six Sigma champions. Incorporating Lean Six Sigma into your core goals and strategies helps all employees keep an eye on organisational changes. Encouraging your employees to apply the philosophies into their day-to-day work is the best way of ensuring your business succeeds at implementing Lean Six Sigma and that everyone understands project goals.

Support Process Improvement from the Top

Process improvement comes from the top of an organisation. Teams that are involved in applying Lean Six Sigma need the ability to make real and lasting changes to the business.

While your process improvement team does not necessarily need to include upper management or senior executives, the team does require full support from those parts of the business. Supporting the process from the top may also include involving senior management and executives in Lean Six Sigma training, even where they are not directly involved in projects. Offering high-level managers a better understanding of the principles and tools involved will often help them make more informed decisions.

Train Lean Six Sigma Champions First

Implementing organisational changes is much simpler when all employees are behind the shift. Making process improvement an organisational goal is a great way of involving everyone in the company, but it is likely impractical to train every employee at the same time. To begin making a change, train Lean Six Sigma champions before anyone else. Selecting team leaders, managers and organisational decision-makers for training puts Lean Six Sigma in the hands of people who have the ability to make real, visible improvements. Find those who are most interested in leading the change and make them your Lean Six Sigma champions. Champions can effect change and demonstrate the value of the tools and processes involved in Lean and Six Sigma among their internal networks.

Ready to Implement Lean Six Sigma? Contact Thornley Group Today!

When your company is ready to implement Lean Six Sigma, Thornley Group is here to help. Our range of Lean and Six Sigma training programs are designed to train and upskill process improvement professionals and provide the optimisation your business needs to thrive. Contact our team today for more information or to book your next certification.

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