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2 University certification programs. 3 References. ... This is a list of notable organizations that provide Six Sigma certification. Professional associations
The highest level of certification is a black belt, signifying a deep knowledge of Lean Six Sigma principles. Below the black belt are the green and yellow belts. For each of these belts, level skill sets are available that describe which of the overall Lean Six Sigma tools are expected to be part of a certain belt level. [8]
In 2008 Motorola University later co-developed with Vative and the Lean Six Sigma Society of Professionals a set of comparable certification standards for Lean Certification. [6] [16] Criteria for Green Belt and Black Belt certification vary; some companies simply require participation in a course and a Six Sigma project. [16]
The term Supply Chain Management (SCM) was coined in the early eighties (1982) by Booz Allen Consultant, Keith Oliver, [9] but remained only a buzzword for many years. The holistic concept of a cross-functional set of processes aimed to fulfill the customer's needs, started to make sense to companies, consultants and academics in the early nineties.
During 2006 through 2009 LP ramped up its Lean Six Sigma program, training and hiring Black Belts from within, and engaging people in LSS teams across the company. More than 370 Black Belts and Green Belts have been traveling across the company.
The scaled agile framework (SAFe) is a set of organization and workflow patterns intended to guide enterprises in scaling lean and agile practices. [1] [2] Along with disciplined agile delivery (DAD) and S@S (Scrum@Scale), SAFe is one of a growing number of frameworks that seek to address the problems encountered when scaling beyond a single team.
Lean thinking was born out of studying the rise of Toyota Motor Company from a bankrupt Japanese automaker in the early 1950s to today's dominant global player. [4] At every stage of its expansion, Toyota remained a puzzle by capturing new markets with products deemed relatively unattractive and with systematically lower costs while not following any of the usual management dictates.
Total productive maintenance (TPM) was developed by Seiichi Nakajima in Japan between 1950 and 1970. This experience led to the recognition that a leadership mindset engaging front line teams in small group improvement activity is an essential element of effective operation.
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