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The DMAIC Methodology in Six Sigma

Six Sigma is a quality improvement approach created in early 1980s. Thanks to the efforts of engineer, Bill Smith, working in Motorola in the 80s, this approach has found its way into mainstream business. Today, it has become one of the most common methodological practices used to improve business processes, product quality, enhance customer satisfaction and increase overall profitability. Over the years, although the Six Sigma approach has been refined, the goal has remained the same: to improve business processes by eliminating the causes of errors leading to defects in a service or a product.To accomplish this, a combination of management philosophy, a set of statistical tools and a problem-solving approach must be employed to eliminate errors and provide systems. People who work with Six Sigma practices work at different levels of accomplishment: Yellow Belt, Green Belt, Black Belt, and Master Black Belt.The Six Sigma methodology was based on the bell curve created by Carl Frederick Grauss in the 19th century. In the 1920s, a founder member of the Institute of Mathematical Statistics, statistician Cark Shewhart, showed that the process had deviated from the mean by 3 sigmas and had to be corrected. Fast forward to the 1970s, Art Sundry, Senior Executive at Motorola, complained that there was a lack of consistent quality products in the company. Bill Smith responded to the complaint by implementing the six sigma methodology in 1986. Over time, other management improvement strategies influenced the system like Zero Defects and Total Quality Management.In this article, we discuss the DMAIC framework and provide an overview of the steps in each phase and the tools that can be used in each phase.The DMAIC frameworkTo improve business processes systematically, the DMAIC framework can be used. DMAIC is a data-driven and effective five-step approach that works on eliminating expensive variation from the manufacturing and business processes. It stands for Define, Measure, Analyze, Improve, and Control. This methodology was designed for delivering the best performance without any defects and with competitive quality costs.The five steps of the DMAIC frameworkLet us discuss the five phases of DMAIC:DefineThis is the first step in which we identify the customers, internal and external deliverables of the customer and the goal of the project will be defined. The primary focus of this phase is selecting high-impact projects and metrics that will be reflecting the success of the project. During this phase, questions like who the targeted customers are, what their requirements regarding products and services are, and what their expectations are, are asked. Also, the boundaries of the project are defined. Along with this the start and stop points, as well as the process flow, need to be mapped out during this phase.Steps in the Define phaseDefining Customers and requirements (CTQs)Defining resourcesDeveloping a high-level process mapDeveloping milestones and project planDeveloping problem statement, benefits and goalsPrepare a project charterEvaluating key organization supportIdentifying team, process owner, and champion  Tools that can be used in the Define phaseCTQ DefinitionsDMAIC Work Breakdown StructureProcess FlowchartProject CharterSIPOC DiagramRACI DiagramStakeholder AnalysisVoice of the Customer gathering MeasureThis is the second phase of the DMAIC where the current process must be documented. This also includes validating the forms of measurement and assessment of the performance of the baseline. This step is similar for determining shortfall by using a customer survey. In this phase, we collect data from different sources for determining the type of defects and metrics. The most important tools that can be used in this phase are basic Pareto charts, process capability measurement, Gage R & R, and process flowcharts.Steps in the Measure phaseDeveloping data collection planCollecting the dataBeginning Developing y = f(x) relationshipDefining unit, opportunity, and defectDetailing the process map of different, appropriate areasDetermining sigma baseline and process capabilityValidating the measurement systemTools that can be used in the Measure phaseBenchmarkingData Collection Plan/ExampleMeasurement System AnalysisProcess Flowchart & Value Stream MapProcess Sigma CalculationVoice of the Customer GatheringAnalyzeThe primary focus of the Analyze phase is the filtration of the topmost causes of the Critical-to-Quality Characteristic or the CTC metric for examination. Usually, for being successful, there should not be more than three causes that require control. If there are more than three causes, it means that the isolation of the critical causes was not done properly. The other reason behind this can be that the project’s goal is way too ambitious. In this step, you will have to identify if there is any gap present between the goal performance and the current performance. Sources of variation and opportunities for priority improvement needs to be identified as well. There are several tools that can be used for this phase including scatter diagrams, hypothesis testing, multi-vari analysis, time series plots, fishbone diagrams, histograms, and Pareto charts.Steps in the Analyze phaseDefining performance objectivesDetermining important few x’s and y=f(x) relationshipIdentifying value as well as non-value added process stepsIdentifying sources of variationDetermining root causesPrioritize the root causesTools that can be used in the Analyze phase5 WhysCause and EffectFishbone DiagramHistogramHypothesis TestingNon-Normal Data AnalysisPareto ChartProcess Map Analysis and ReviewRegression AnalysisRun ChartScatter PlotStatistical AnalysisTime SeriesImproveThis is the fourth step of the DMAIC framework that ensures an understanding of all the causes that were identified in the Analyze phase. The aim of this phase is eliminating and controlling the causes for achieving the required breakthrough performance. Now, discipline and technology are used for designing creative and innovative solutions that will be fixing as well as preventing problems. You will also have to develop and deploy an implementation plan. For this phase, you can use tools like Hypothesis Testing, Regression Analysis, Design of Experiments (DOE), and Analysis of Variance (ANOVA).Steps in the Improve phaseAssessing potential solution’s failure modesCorrecting or re-evaluating potential solutionsDefining the potential system’s operational tolerancesDeveloping potential solutionsPerforming design experimentsValidating potential improvements through pilot studiesTools that can be used in the Improve phase5 SBrainstormingDesign of ExperimentsFailure Modes and Effects AnalysisHouse of QualityMistake ProofingPugh MatrixQFDSimulation SoftwareControlIn this last phase, you have to ensure that all the improvements that were made must be controlled for ensuring sustained changes and lasting results. In the case of best controls, there will be a need for little to no monitoring such as irreversible product changes and process design. But there are always some process setting, setup procedures, or some other improvements that will make the daily operation and monitoring requirements necessary. Steps need to be taken for ensuring that the process doesn’t revert to the old way.Steps in the Control phaseCommunicating to businessClosing project and finalizing documentationDefining and validating control system and monitoringDetermining process capabilityDeveloping handoff to process owner and transfer planDeveloping procedures and standardsImplementing statistical process controlVerifying cost savings/avoidance, benefits, and profit growthTools that can be used in the Control haseControl ChartsControl PlanCost Savings CalculationsProcess Sigma CalculationEach of the five DMAIC phases come together in the implementation of six sigma, which can turn the business around for any organization.Implementation of DMAICIn this section, we will take a look at two examples of DMAIC implementation that use varied continuous improvement models for specific applications:Floor yield improvement in a manufacturing shopThe first example is of a repetitive manufacturing process, where the yield is increased by making products:Define: Identify the product flow, the specific products, and the goalMeasure: Define the metrics that will be used as the first-pass yield, rolled first-pass yield, or OTIFNE; it will also include monitoring for time to gather baseline data that is statistically meaningful.Analyze: Look for trends, assess the standard deviation and mean from data, address, and identify outliers; this also includes identifying variables impacting the yield using root cause analyses.Improve: Define and put in place countermeasures o address the identified root causes; monitor the process to confirm the achievement of desired yield improvement.Control: Implement measures to maintain improved performance.Impact on Hospital outcomes through evidence-based careThe second example shows how improvements can be driven in a hospital through observation and usage of principles of Lean in a DMAIC framework:Define: Ask questions like how often infections occur in a hospital, over what time frame will infection’s treatments will improve.Measure: Measuring the current stateAnalyze: Determine the root cause like the procedures introducing contamination and specific process steps.Improve: Implement a checklist like basic hygiene steps, sterile barriers, disinfectants, enhancing equipment, and avoiding susceptible areas.Control: Incorporate reinforcement and training to internalize the process and improve the culture; this can also include empowerment of nursing staff to ensure enforcement of the measures introduced.ConclusionAccording to the six sigma level, only 3.4 defects out of one million products or services are acceptable. To achieve this, continuous efforts are made to the point where predictable results and stable products are achieved.As discussed above, the six sigma methodology deconstructs the process of manufacturing to its smallest, essential parts. It then works on defining and evaluating every step of the process and searches for ways to improve efficiencies in the structure of the business. This is done to both improve the process quality and increase the bottom-line profit.With a good overview of the DMAIC framework, you can now work towards becoming proficient in the six sigma methodology. Start with the Yellow Belt or move up the Green Belt and Black Belt to the Master Black Belt.
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The DMAIC Methodology in Six Sigma

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The DMAIC Methodology in Six Sigma

Six Sigma is a quality improvement approach created in early 1980s. Thanks to the efforts of engineer, Bill Smith, working in Motorola in the 80s, this approach has found its way into mainstream business. Today, it has become one of the most common methodological practices used to improve business processes, product quality, enhance customer satisfaction and increase overall profitability. Over the years, although the Six Sigma approach has been refined, the goal has remained the same: to improve business processes by eliminating the causes of errors leading to defects in a service or a product.

To accomplish this, a combination of management philosophy, a set of statistical tools and a problem-solving approach must be employed to eliminate errors and provide systems. People who work with Six Sigma practices work at different levels of accomplishment: Yellow BeltGreen BeltBlack Beltand Master Black Belt.

The Six Sigma methodology was based on the bell curve created by Carl Frederick Grauss in the 19th century. In the 1920s, a founder member of the Institute of Mathematical Statistics, statistician Cark Shewhart, showed that the process had deviated from the mean by 3 sigmas and had to be corrected. Fast forward to the 1970s, Art Sundry, Senior Executive at Motorola, complained that there was a lack of consistent quality products in the company. Bill Smith responded to the complaint by implementing the six sigma methodology in 1986. Over time, other management improvement strategies influenced the system like Zero Defects and Total Quality Management.

In this article, we discuss the DMAIC framework and provide an overview of the steps in each phase and the tools that can be used in each phase.

The DMAIC framework

To improve business processes systematically, the DMAIC framework can be used. DMAIC is a data-driven and effective five-step approach that works on eliminating expensive variation from the manufacturing and business processes. It stands for Define, Measure, Analyze, Improve, and Control. This methodology was designed for delivering the best performance without any defects and with competitive quality costs.

DMAIC Methodology in Six Sigma

The five steps of the DMAIC framework

Let us discuss the five phases of DMAIC:

Define

This is the first step in which we identify the customers, internal and external deliverables of the customer and the goal of the project will be defined. The primary focus of this phase is selecting high-impact projects and metrics that will be reflecting the success of the project. During this phase, questions like who the targeted customers are, what their requirements regarding products and services are, and what their expectations are, are asked. Also, the boundaries of the project are defined. Along with this the start and stop points, as well as the process flow, need to be mapped out during this phase.

Steps in the Define phase

  • Defining Customers and requirements (CTQs)
  • Defining resources
  • Developing a high-level process map
  • Developing milestones and project plan
  • Developing problem statement, benefits and goals
  • Prepare a project charter
  • Evaluating key organization support
  • Identifying team, process owner, and champion  

Tools that can be used in the Define phase

  • CTQ Definitions
  • DMAIC Work Breakdown Structure
  • Process Flowchart
  • Project Charter
  • SIPOC Diagram
  • RACI Diagram
  • Stakeholder Analysis
  • Voice of the Customer gathering 

Measure

This is the second phase of the DMAIC where the current process must be documented. This also includes validating the forms of measurement and assessment of the performance of the baseline. This step is similar for determining shortfall by using a customer survey. In this phase, we collect data from different sources for determining the type of defects and metrics. The most important tools that can be used in this phase are basic Pareto charts, process capability measurement, Gage R & R, and process flowcharts.

Steps in the Measure phase

  • Developing data collection plan
  • Collecting the data
  • Beginning Developing y = f(x) relationship
  • Defining unit, opportunity, and defect
  • Detailing the process map of different, appropriate areas
  • Determining sigma baseline and process capability
  • Validating the measurement system

Tools that can be used in the Measure phase

  • Benchmarking
  • Data Collection Plan/Example
  • Measurement System Analysis
  • Process Flowchart & Value Stream Map
  • Process Sigma Calculation
  • Voice of the Customer Gathering

Analyze

The primary focus of the Analyze phase is the filtration of the topmost causes of the Critical-to-Quality Characteristic or the CTC metric for examination. Usually, for being successful, there should not be more than three causes that require control. If there are more than three causes, it means that the isolation of the critical causes was not done properly. The other reason behind this can be that the project’s goal is way too ambitious. In this step, you will have to identify if there is any gap present between the goal performance and the current performance. Sources of variation and opportunities for priority improvement needs to be identified as well. There are several tools that can be used for this phase including scatter diagrams, hypothesis testing, multi-vari analysis, time series plots, fishbone diagrams, histograms, and Pareto charts.

Steps in the Analyze phase

  • Defining performance objectives
  • Determining important few x’s and y=f(x) relationship
  • Identifying value as well as non-value added process steps
  • Identifying sources of variation
  • Determining root causes
  • Prioritize the root causes

Tools that can be used in the Analyze phase

  • 5 Whys
  • Cause and Effect
  • Fishbone Diagram
  • Histogram
  • Hypothesis Testing
  • Non-Normal Data Analysis
  • Pareto Chart
  • Process Map Analysis and Review
  • Regression Analysis
  • Run Chart
  • Scatter Plot
  • Statistical Analysis
  • Time Series

Improve

This is the fourth step of the DMAIC framework that ensures an understanding of all the causes that were identified in the Analyze phase. The aim of this phase is eliminating and controlling the causes for achieving the required breakthrough performance. Now, discipline and technology are used for designing creative and innovative solutions that will be fixing as well as preventing problems. You will also have to develop and deploy an implementation plan. For this phase, you can use tools like Hypothesis Testing, Regression Analysis, Design of Experiments (DOE), and Analysis of Variance (ANOVA).

Steps in the Improve phase

  • Assessing potential solution’s failure modes
  • Correcting or re-evaluating potential solutions
  • Defining the potential system’s operational tolerances
  • Developing potential solutions
  • Performing design experiments
  • Validating potential improvements through pilot studies

Tools that can be used in the Improve phase

  • 5 S
  • Brainstorming
  • Design of Experiments
  • Failure Modes and Effects Analysis
  • House of Quality
  • Mistake Proofing
  • Pugh Matrix
  • QFD
  • Simulation Software

Control

In this last phase, you have to ensure that all the improvements that were made must be controlled for ensuring sustained changes and lasting results. In the case of best controls, there will be a need for little to no monitoring such as irreversible product changes and process design. But there are always some process setting, setup procedures, or some other improvements that will make the daily operation and monitoring requirements necessary. Steps need to be taken for ensuring that the process doesn’t revert to the old way.

Steps in the Control phase

  • Communicating to business
  • Closing project and finalizing documentation
  • Defining and validating control system and monitoring
  • Determining process capability
  • Developing handoff to process owner and transfer plan
  • Developing procedures and standards
  • Implementing statistical process control
  • Verifying cost savings/avoidance, benefits, and profit growth

Tools that can be used in the Control hase

  • Control Charts
  • Control Plan
  • Cost Savings Calculations
  • Process Sigma Calculation

Each of the five DMAIC phases come together in the implementation of six sigma, which can turn the business around for any organization.

Implementation of DMAIC

In this section, we will take a look at two examples of DMAIC implementation that use varied continuous improvement models for specific applications:

Floor yield improvement in a manufacturing shop

The first example is of a repetitive manufacturing process, where the yield is increased by making products:

  • Define: Identify the product flow, the specific products, and the goal
  • Measure: Define the metrics that will be used as the first-pass yield, rolled first-pass yield, or OTIFNE; it will also include monitoring for time to gather baseline data that is statistically meaningful.
  • Analyze: Look for trends, assess the standard deviation and mean from data, address, and identify outliers; this also includes identifying variables impacting the yield using root cause analyses.
  • Improve: Define and put in place countermeasures o address the identified root causes; monitor the process to confirm the achievement of desired yield improvement.
  • Control: Implement measures to maintain improved performance.

Impact on Hospital outcomes through evidence-based care

The second example shows how improvements can be driven in a hospital through observation and usage of principles of Lean in a DMAIC framework:

  • Define: Ask questions like how often infections occur in a hospital, over what time frame will infection’s treatments will improve.
  • Measure: Measuring the current state
  • Analyze: Determine the root cause like the procedures introducing contamination and specific process steps.
  • Improve: Implement a checklist like basic hygiene steps, sterile barriers, disinfectants, enhancing equipment, and avoiding susceptible areas.
  • Control: Incorporate reinforcement and training to internalize the process and improve the culture; this can also include empowerment of nursing staff to ensure enforcement of the measures introduced.

Conclusion

According to the six sigma level, only 3.4 defects out of one million products or services are acceptable. To achieve this, continuous efforts are made to the point where predictable results and stable products are achieved.

As discussed above, the six sigma methodology deconstructs the process of manufacturing to its smallest, essential parts. It then works on defining and evaluating every step of the process and searches for ways to improve efficiencies in the structure of the business. This is done to both improve the process quality and increase the bottom-line profit.

With a good overview of the DMAIC framework, you can now work towards becoming proficient in the six sigma methodology. Start with the Yellow Belt or move up the Green Belt and Black Belt to the Master Black Belt.

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KnowledgeHut

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KnowledgeHut is an outcome-focused global ed-tech company. We help organizations and professionals unlock excellence through skills development. We offer training solutions under the people and process, data science, full-stack development, cybersecurity, future technologies and digital transformation verticals.
Website : https://www.knowledgehut.com

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Top 10 Six Sigma Tools

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In these cases, you must take a step back and work on the root cause. Kanban System  This is a supply chain control system focusing on cost reduction. This is done through the implementation of the inventory control system. Because of its potential benefits and ease of use, Kanban is one of the most famous six sigma tools.   Kanban methodLet us take the example of a supermarket. When the refrigerator at the supermarket is stocked, the store does not stock it up for months or years.Neither does the store keep products that it doesnot expect to sell right away. Similarly, in Kanban, you create a shopping list of products that you need, based on the customer's demand. Kanban uses this arrangement and makes the firm’s output controlled by its inventory supply.  The Kanban system is known for limiting the inventory-holding for all the business processes. This frees up additional resources which can be used better. There is a simple idea behind the Kanban system: activate the supply chain only when there is a demand for it. This brings focus to the business process and improves its efficiency.  Pareto Chart  This is a graphical representation of the Pareto Principle. It states that in any given situation, 20 percent of input will produce 80 percent of output. There are a line graph and a bar graph on the chart. The bar graph is representing the different metrics of the different components of the business processes. The line graph is representing the cumulative total of the metrics. Example of a Pareto chartWith this tool, you will be able to visualize which part of the process will be influencing the output most. For creating such charts, the first step is figuring out all the processes’ components and measuring them. After you have completed this, you put the data into the Pareto chart. Every component has a big influence on the outcome. You will also be able to get an idea of what requires immediate attention. Process Mapping  This is a method of visualizing the business process and having a better understanding of how it works. A map will be outlining the standard, roles, and responsibilities that are involved in the process. All the data is presented in a structured way displaying the steps of the process. This also includes what the inputs/outputs are, who is responsible for what, and what is the relevant information for the processes.  When it comes to process solving, business process mapping helps a lot. With this, you visualize the complete process which makes it easy to identify the issue, thus allowing you to get directly to the cause. Also, you will be visualizing the roles of the people that are involved in the process. With business process mapping, you will be able to find the potential risks created by the processes. While creating the map, you will have to rethink every step and look for any hidden liabilities. Example of a high-level Process mapThere are several maps from which the most appropriate one can be chosen for your business processes:  A flowchart is a less flexible process map. You can either draw it by your hand or use a software like MS Office. It is used for creating workflow diagrams. Swimlane diagram is just like generic flowcharts, only it has a better structure. The value stream map provides an in-depth option. It is hard to analyze it at first glance. Supplier Inputs Processes Outputs Customer (SIPOC) diagram is a simplified map focusing on the important aspects of the people and the process involved. It strips the extra information.  Project Charter  This is a document defining the scope and purpose of the project. You can use this as a blueprint of the business process and the project’s legal authorization. It contains the project’s scope and overview, details of the resources and the team, and its timeline. With this, you will have all the basic information regarding the project.  Project charterThe best thing about the project charter is that it keeps everything less chaotic. Once the team starts working on the project, it is easy to forget who is responsible for what, what deadlines need to be met first, etc. Things will get messier if the company doesn’t have a better managerial hierarchy.  With the project charter, you will be able to focus on what the project is all about. You will get a clear understanding of the structure of the project and what is the relationship among the people involved in it. It will help you bring order to your project and firm. This document is dynamic and undergoes evolution as and when project progresses. RACI Matrix RACI Matrix or Responsibility Assignment Matrix is a table describing the responsibilities of every member of the team regarding all the tasks involved in the business process. The full form of RACI is Responsible, Accountable, Consulted, and Informed.  Responsible is referring to who is going to achieve a specific task. Accountable is the one who assigns the tasks to everyone and monitors their progress. There is one accountable for every task. Consulted are a group of experts who will be providing their opinion to those who are working on the task. Informed are the people the team will be notified to after completing the task. Example of a RACI matrixThe RACI matrix contains tasks and team members on the left side and the top row of the table respectively. The intersecting cells will contain a letter about what a person is handling in the task. This matrix helps all the team members to understand their role in the process. Also, it makes seeing the gaps in the structure of the team easy and what roles must be filled. Regression Analysis This is a statistical process used to eliminate and understand the relationship between the different variables. You can use it for defining the relationship between the input and the output variable. With this tool, one can visualize patterns or deviation from the patterns in the workflow. Example of regression analysisRegression analysis is a reliable method of identifying which variables have impact on a topic of interest. The process of performing a regression allows you to confidently determine which factors matter most, which factors can be ignored, and how these factors influence each other. While working on regression analysis, one needs to be cautious in avoiding statistical illusions. Failure Modes and Effects Analysis (FMEA) Failure Mode and Effects Analysis (FMEA) is a structured approach to discovering potential failures that may exist within the design of a product or process.Failure modes are the ways in which a process can fail. The Failure Mode and Effects Analysis (FMEA) approachEffects are the ways that failures can lead to waste, defects, or harmful outcomes for the customer. The Failure mode and effects analysis is designed to identify, prioritize, and limit these failure modes. Lean Six Sigma practitioners often use this method to improve the quality of their services, processes, and products to detect and fix their problems even before they have occurred. In conclusion, of the many tools available to green belts, black belts, and master black belts, these ten tools are the most common. While every project is different and may require a unique application for its own purposes, you will be hard pressed to find a project managed by a six sigma professional that does not use at least four of these ten effective six sigma tools. 
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Top 10 Six Sigma Tools

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Essential Guide to Six Sigma Yellow Belt Certification

What is Six Sigma Yellow Belt Certification?The Six Sigma Yellow Belt is the first step for people/professionals into the world of process improvement. The Six Sigma Yellow Belt certification is meant for those who wish to gain a basic understanding of Six Sigma and the phases of DMAIC, Define, Measure, Analyze, Measure, Control. Six Sigma is a step-by-step process of statistical tools and interventions, with the help of which companies can interpret the business processes requiring attention, find the root cause of problems, and sustain improvement gains.Yellow Belt certified professionals can serve as entry-level representatives. They use their understanding of the Six Sigma concepts to help with the Green Belt projects within the organizations. Essentially, they have the responsibility of administering small projects using the Plan, Do, Check, Act (PDCA) methodology.Who can take up the Six Sigma Yellow Belt Certification?The Six Sigma Yellow Belt certification is ideally suited for candidates aspiring to get started on a career in the sector of Quality management. The certification training will help them implement the methodologies of Six Sigma in their organization for ensuring the success of their projects. A Yellow Belt certified professional would serve as a Project team member for the project, helping Black and Green Belts in maintaining the quality of the project. The Yellow Belt professional would have to use Lean tools and techniques for driving basic improvement projects.How to get certified in Six Sigma Yellow Belt?In the section to follow, we guide you through the certification process through the International Association for Six Sigma Certification (IASSC), the Council for Six Sigma Certification (CSSC) and the American Quality for Quality (AQS).Certification from the Council for Six Sigma Certification (CSSC)There are two different paths to earn your Council for Six Sigma Certification (CSSC) Certified Lean Six Sigma Yellow Belt certification. The first path is simply sitting for a standard comprehensive exam and it is suited for candidates who already have the required training and considerable understanding of the topics covered in the Body of Knowledge for Yellow Belt Certification. The second path allows individuals to sit for multiple short exams to progress through different sections, rather than a single large comprehensive exam.Path 1 (Standard Exam)This standard examination is a single comprehensive exam consisting of 50 questions. It is an open book format and a non-timed examination.The exam consists of true/false and multiple-choice questions from the major sections of the Body of Knowledge for Six Sigma Yellow Belt.Candidates who achieve a score of 140 points or higher successfully obtain the official Six Sigma Yellow Belt Certification.The exam can be taken either at a designated test center or even online. Applicants are given 3 attempts within 12 months of registration to pass the exam successfully if they fail to do so in the first attempt. Students would be required to pay the examination fee again after 3 unsuccessful attempts.Path 2 (Self-paced exams)This is a flexible option that provides the ability to earn different levels of certification (White Belt, Yellow Belt, Green Belt, and Black Belt) through progression, without any additional exam fee being incurred.There is an exam for each chapter of the self-study guide. Upon completing a chapter, the candidate has to take a short online exam that consists of approximately 10-15 questions. These exams are non-timed and open-book and can be taken any day at any time. To pass each exam, 70% of the minimum score is required. A new level of Six Sigma Certification is awarded after passing multiple exams.The exam for Six Sigma Yellow Belt Certification consists of 11-chapter examinations.Applicants can attempt the exams for an unlimited number of times within 12 months of registration.Certification from the International Association for Six Sigma Certification (IASSC)If you are planning on taking up the IASSC Certified Yellow Belt™ (ICYB™) from the International Association for Six Sigma Certification, then you are required to clear a 2-hour closed book proctored exam, with 60 questions which are in the multiple-choice format.Certification from the American Society for Quality (ASQ)You can also get certified by the ASQ, which offers the exam in computer-based and paper-based formats.Computer-basedThe CSSYB examination is a one-part, 85-question, two-and-a-half-hour exam and is offered in English only. 75 questions are scored and 10 are unscored.Paper-basedThe CSSYB examination is a one-part, 75-question, two-hour exam and is offered in English only.What are the roles and responsibilities of a Six Sigma Yellow Belt?The Yellow Belt certification provides an overview of the Six Sigma techniques and its metrics and basic methodologies for improvement. A Yellow Belt Certified individual is expected to know how to integrate the methodologies of Six Sigma to improve transactional systems and production for meeting of organization objectives and customer expectations better.For a project, Yellow Belts participate as core team members. They often have the responsibility of running small process improvement projects with the use of PDCA. With the help of PDCA, a Yellow Belt can identify a process that could benefit improvement. These small projects can get escalated to the level of Black Belt or Green Belt, where the use of DMAIC methodology is done for maximizing cost savings with the use of Statistical Process Control.The training for Six Sigma Yellow Belt introduces the basic tools of Six Sigma and process management. This provides candidates with a better knowledge of processes, allowing them to provide the necessary assistance to achieve the overall objectives of the organization. In a Six Sigma Organization, employees who take Yellow Belt Training courses are considered as support staff. They get an overview of the methodology, allowing them to be aligned with the intentions and goals of the company. They have sufficient knowledge to assist Black and Green Belts with their projects.What are the benefits of Yellow Belt certification?A lot of people wish to get certified at the highest level, which is why they directly skip to the Black Belt. While this approach isn’t necessarily wrong, earning a Yellow Belt certification has its benefits that include:Better understanding of the rolesFor getting Black Belt certification, it is important to understand the Green belt and Yellow belt roles as well. Being certified with Six Sigma Yellow Belt is an indication that you know what the job is all about. The certification exam is particularly aimed at the Yellow Belt level. It will provide you with an overview of the specific tasks performed by Yellow Belts for a project. They do not have the statistical abilities of a Green Belt, so it is not expected of them to perform such tasks. However, yellow belts do understand the basic Six Sigma principles such as y=f(x), Process Variances, DMADV variation, ISO, Needs Analysis, and more.Great for your resumeIt is not necessary to have a high-level certification in Six Sigma. With a Six Sigma Yellow Belt certification, you show your employers that you are dedicated towards the DMAIC process and have earned the certification to ensure quality. Employers are always looking for employees to know how to minimize wastage and save money. Even having your certification listed on LinkedIn will earn you more visibility as it allows employers to search for people with the traits they need.Potential for high salaryEarning the certification doesn’t necessarily guarantee you a higher salary, but it does make you a more valuable employee to your employer. Amidst such high competition, employers are always on the lookout for candidates with varying skill sets. They will always value someone who can get more tasks done. Your Yellow Belt certification will certainly give you an advantage over those who don’t have Six Sigma certification.Of course, apart from the above-mentioned benefits, there are other reasons to get certified as well. One great reason is that you get to learn something new and develop your skills to a great extent. Regardless, the Yellow Belt certification is beneficial for yourself and your organization.Six Sigma Yellow Belt Certification Exam RequirementsHere is the exam format for Six Sigma Yellow Belt Certification Exam:ASQType of questionsNo of questions  Duration  Open/closed  MCQ  85 for computer75 for paper-basedTwo and a half hourTwo hoursOpen bookIASSCType of questionsNo of questionsDurationOpen/closedPassing scoreMCQ and True/False60Two hoursClosed book230/300CSSCType of questionsNo of questionsDurationOpen/closedPassing scoreMCQ and True/False50Non-TimedOpen book140/200How to apply for the Six Sigma Yellow Belt exam?For the Six Sigma Yellow Belt exam, there are no prerequisites. To get the IASSC Certified Yellow Belt, you have to sit for the ICYB exam and pass it. You can contact your KnowledgeHut representative for ordering a voucher. You will have to pay extra for it as it is not included in the course fee. After this, you will be able to give the 2 hours long, closed-book exam. To gain the certification, you have to score 230 out of 300 points.ASQFor the ASQ, there are two ways to apply for Six Sigma Yellow Belt Exam, depending on your preference:Computer-based testingThe exam is delivered on-site and it is a popular option for environments like classroom training where a group of candidates can be organized into one location.Paper-based testingIt is a more conventional form of testing as opposed to computer-based testing.Prometric is the testing partner that delivers the certification exam. Here are the steps you need to follow for scheduling the exam:Visit the official website of Prometric.Under the Test Takers section, click on Schedule Your Exam.Search for Six Sigma Yellow Belt in the search bar.Click on Read More.On the left side of the page, under the Actions table, click on Schedule option.On the next page, select your Country.Read the Information Review and click on Next.On the next page, agree to the Privacy Policy.Enter your Eligibility ID and other details.Next, you will be asked to make the Appointment selection where you will have to select the Yellow Belt.On the next page, select the date and time for your exam.Your exam will be scheduled.CSSCFor the CSSC Six Sigma Yellow Belt certification exam, follow these steps:Visit the official website of CSSC by clicking here.Click on ‘Add to cart’.A pop-up will appear asking you to either ‘View Cart’ or ‘Checkout’. Select the latter.Enter the details and make the payment for placing your order.What is the average salary of a Six Sigma Yellow Belt certified professional?Since Yellow Belts have a comprehensive understanding of the Six Sigma methods, they are eligible for roles like:Operations ManagerQuality EngineerProcess EngineerSupply Chain ManagerBusiness Process Analyst.The average annual salary of Six Sigma Yellow Belt certified professional ranges from $67,000 to $99,000 per annum. The salary also depends on experience. The average salary is $49,539 per annum for people with 1-4 years of experience. The salary increases to $67,580 per year for those with 5-9 years of experience. Professionals with 10-19 years of experience earn $90,000 per annum on average. The salary can even reach more than $99,000 per annum for those with more than 20 years of experience. Other factors like job profile also have an impact on the salary.All the figures are from Indeed.com's salary estimation based on job advertisements and 512,851 employees.
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Essential Guide to Six Sigma Yellow Belt Certifica...

What is Six Sigma Yellow Belt Certification?The Si... Read More