Six Sigma Training India for Effective Implementation

The Six Sigma management methodology and its effective implementation have brought about unbelievable results through its pioneers. The concerted efforts of the entire organization along with the unwavering support of the top management for a long period of time bring the desired result. Specialized six sigma training lets the employees of an organization play key roles through the implementation program. These key players not only need specialized training, but also require a different mindset as well as dedication towards the process. There are various certified training institutes in India and abroad for imparting training using online or offline delivery methods. Six sigma training in India including Delhi, Gurgaon and Noida are well-recognized among the students and prospects. Six sigma training provides comprehensive and rational techniques and methodologies. Normally, these courses cover process improvement techniques in the form of the stepping stones for the students along with further leading them to either black belt or green belt certifications. Generally, course fee in six sigma training in Gurgaon and other regions in India vary from $450 for a day to $6000 for a lean six sigma program of two weeks. 

The Leadership Program of the champions is conducted onsite only. Still, some institutes are also there to combine green belt and black belt six sigma training program into the two-plus-two format. It helps to improve internal company synergy to attend this dual six sigma training along with giving greater flexibility to the organization. Six sigma training in Noida, Gurgaon and other parts of Delhi lead to offer certifications in black belt and green belt and these certifications are usually designed for covering one module at a time. Control module is an example of one such module. There are many statistical aspects of process control and process capabilities due to this training course. DMADV and DMAIC are the two methodologies on which the six sigma training mainly focuses. The course covers the core concepts of these techniques, charts, quality standards, plans and analytical standards.

Any member of an organization from the position of manager, technician, operator, engineer or teacher, no matters where he or she is working is eligible for six sigma training course. Employees working in the field of education, IT or in any government organization are demonstrated an aptitude for learning complex techniques of DMAIC. The focus of the training remains on preparing Champions for identifying the elements of critical process of business.

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Six Sigma Project Charter

The purpose of a project charter is to define the focus, scope, direction, and motivation for a team. The project champion typically creates the preliminary charter with the team leader. The project team reviews the draft and provides input for the champion’s final approval.

Below points are very vital while defining the Project Charter:

i.                     Business Case

ii.                   Problem Statement

iii.                  Goal Statement

iv.                 Scope

v.                   Milestones

vi.                 Roles and Responsibilities

1.       Business Case: It establishes the rationale for the project. A business case should set out the benefits gained from carrying out a project charter. Benefits need not only be in terms of finance such as revenue, cost reduction, etc., but also the benefit that the customer receives. Below mentioned are few of the characteristics of a good business case:

i.                     Reason of undertaking the project

ii.                   Benefits gained from undertaking the project.

iii.                  Consequences of not doing the project.

2.       Problem Statement: In the problem statement s, we identify what to measure; means the problems are being defined in specific terms. They present facts such as the product type and the error made. Below mentioned questions should get properly answered in problem statements:

i.                     What is the problem?

ii.                   When and where the problem does occur?

iii.                  Whom it is impacting?

iv.                 How big the problem is?

v.                   What is the impact of the problem?

3.       Goal Statement: Goal Statement documents the reasons for undertaking the project in clear and concise language i.e. the results anticipated from the project. The targets are stated as measurements. The Goal Statement should contains below mentioned points:

i.                     Definition of improvement the team is seeking to accomplish.

ii.                   It should be realistic and not aggressive.

iii.                  Should be SMART (Specific, Measureable, Attainable, Relevant, Time Bound).

4.       Scope: Project Scope identifies boundaries for the project. It clearly gives the answers to  questions, like:

i.                     Is the scope clear and attainable?

ii.                   Can the project be completed in defined time line?

iii.                  Who is the decision-making authority?

iv.                 Is the team’s area of influence clarified?

v.                   What information is needed to identify the urgent issues?

5.       Milestone: Milestone identifies start date and completion dates as well as dates for other important checkpoints. It sets the timelines for all the stages of DMAIC (Define, Measure, Analyze, Improve, and Control). These dead line dates must be agreed with all the team members and set by Project Champion.

6.       Roles and Responsibilities: It clearly describes the roles and responsibilities of all the team members or groups involved in the process. This is required so that each team members should be aware about his/her responsibilities and accountabilities, like:

i.                     Role of Champion

ii.                   Role of Master Black Belt, Black Belt and Green Belt

iii.                  Role of all project team

iv.                 Frequencies of interaction or meeting

v.                   Purpose of interaction or meeting

vi.                 Process of interaction or meeting

 

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