IASSC Six Sigma Green Belt Certification Guide

Six Sigma is an organized data-driven method and approach that aims to eliminate any defects from an established process. In simple terms, Six Sigma is a measure of quality aimed at achieving  perfection in a defined process. Six Sigma standard is not dependent on the type of process, and can be implemented in multiple industry domains including manufacturing and transaction-based companies as well as products and services companies.

IASSC Six Sigma Green Belt Certification Guide

IASSC Six Sigma Green Belt Certification Guide

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Six Sigma is an organized data-driven method and approach that aims to eliminate any defects from an established process. In simple terms, Six Sigma is a measure of quality aimed at achieving  perfection in a defined process. Six Sigma standard is not dependent on the type of process, and can be implemented in multiple industry domains including manufacturing and transaction-based companies as well as products and services companies.




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Supply Chain Certifications For A Better Career Option

The Supply Chain Management (SCM), a process used in many organizations, is an assortment of steps for transforming raw components into a meaningful final product. The stages of SCM include: • Plan: involves developing strategy to meet the needs of the customer. • Develop: Involves identifying reliable suppliers for raw materials, building strong relationship with them and formulating methods for shipping, delivery and payment. • Build: involves manufacturing, testing, packaging and scheduling the product. • Deliver: Involves delivery of products/goods as planned. • Return: involves creating a flexible and responsive network for receiving defective products from customers and registering their feedback and complaints. Initially, Supply Chain Management was a process adopted by organizations to achieve substantial operational efficiencies and reduce costs. Considering todays’ competitive market, Supply Chain Management entails the strategic positioning of end-to-end business processes in order to achieve economic value. Following are the benefits of SCM: • Improves the Supply Chain network of the organization • Enhances collaboration in the organization • Minimizes delays • Reduces costs Certifications have become prerequisites in all the corporate world. Certified professionals in Supply Chain Management will definitely have an edge over their peers. It is not only the most preferred career option but it also provides better future prospects. Following are the top 5 Supply Chain Certifications: 1. Certified Supply Chain Professional (CSCP) This certified supply chain professional training demonstrates your knowledge and organizational skills by enhancing your expertise in the Supply Chain Management practices. This certification gives you an in depth understanding of how supply chain is integrated in areas of planning, manufacturing and delivering the product. Eligibility requirements: • A Bachelor’s degree or international equivalent • 3 years of relative business experience along with other ISM or APICS certification • CLTD or CSCP, CPIM, CSM or CPSM designations Benefits: • Improves hiring potential • Provides a hike in salary • Gives you the attributes required to enhance your professional value • Maximizes the ERP investments of your organization • Enables you to increase and retain customer satisfaction • Manage effectively end-to-end supply activities 2. Certified in Production and Inventory Management (CPIM) The CPIM certified professionals have the proven knowledge and skills to critically streamline operations. This certification is for those who have a keen interest in the field of inventory management and want to have detailed understanding of production planning and scheduling. The CPIM does not require any Bachelor’s degree, only 2-3 years of relevant experience in the field is needed. To obtain a CPIM certification, an individual must pass 5 CPIM exams. The CPIM program consists of 5 different modules, each representing a critical area in inventory management and production, as follows: Module 1: Basics of Supply Chain Management Module 2: Master Planning of Resources Module 3: Detailed Scheduling and Planning Module 4: Execution and Control of Operations Module 5: Strategic Management of Resources Benefits: • Provides a hike in salary by at least 12% • Highlights your attributes and increases your chances of employability • Gives you an edge over others • Increases and retains customer satisfaction • Adds an increased value to your organization • Reduces costs • Maximizes ROI 3. Certified Professional in Supply Management (CPSM) This certification proves that you are an expert in Supply Chain Management and validates that you have the attributes required to deal with finance, risk management and supplier relationship management. Individuals enrolling themselves to the program are required to take 3 exams, in any order, to become a certified CPSM. They are: Exam 1: Foundation of Supply Management Exam 2: Effective Supply Management Exam 3: Leadership in Supply Management Eligibility Requirements: • A Bachelor’s degree or international equivalent with 3 years of full-time supply management experience Or • A qualified Bachelor’s degree with 5 years of full-time supply management experience • Successfully pass the exams based on all the 3 modules Benefits: • The certification proves your expertise in supply chain management and demonstrates your knowledge, skills and passion for your profession. • There is an increasing demand of CPSM certified professionals in the most resilient and competitive companies. • CPSM certified professionals are likely to earn an average of 23% more annually compared to the non-certified individuals. • CPSM certified professionals demonstrate proper supply chain management strategies. 4. SCPro SCPro certification, offered by Council of Supply Chain Management Professionals (CSCMP), is a three-tiered program which performs assessment of dynamic knowledge and skills over supply chain activities. This certification certifies an individuals’ ability to evaluate business challenges, implement supply chain improvements, and develop a thorough project plan for achieving positive results. SCPro consists of 3 levels of certification as follows: SCPro Level One: Cornerstones of Supply Chain Management SCPro Level Two: Analysis and Application of Supply Chain Challenges SCPro Level Three: Initiation of Supply Chain Transformation Benefits: • Increases your hiring potential and gives you an advantage over your peers. • Expands your professional knowledge and skills in supply chain management. • Highlights your expertise in the operational skills of supply chain management. • Demonstrates your capability to analyse, design and implement change across the global supply chain activities. • Introduces you to a group of professionals with SCPro certification. These certification courses are just a few of the courses on offer. It is essential for individuals in the field of Supply Chain Management to at least have one of these certifications’ to grow in their receptive organizations. So what are you waiting for? Go get certified
Supply Chain Certifications For A Better Career Op...

The Supply Chain Management (SCM), a process used ... Read More

Six Sigma Green Belts vs. Black Belts : What's the Difference?

Successful firms lay great emphasis on quality and strive to achieve the highest standards in their products and services. The Six Sigma methodology has helped to give many companies the leading edge against their competitors, by implementing process improvements across the enterprise that help them realise their maximum potential. Those who are not familiar with the Six Sigma jargon may have heard of Green Belts and Black Belts, but may not know what the key differences are between the two. Both Six Sigma Green Belts and Black Belts are trained professionals who are responsible for streamlining process quality and improving the key metrics of a business. Green Belts generally carry out process improvement or project management tasks in addition to other work responsibilities- that is to say; quality improvement is not their entire or sole responsibility. Green Belts are considered as the future leaders of the company. As they work with stakeholders at all levels of the organisation, they are considered as valuable assets. Green Belts work under the supervision and mentorship of Black Belts. Green Belts who find they want to lead quality change initiatives on a larger scale across the organisation can take the next step and undertake the Black Belt Certification. Black Belts are leaders and change agents, who assume the entire responsibility of turning around quality standards and process improvements in the organisation. Their specialised training and experience enables them to work on cross functional projects across the enterprise, not just projects within one business unit or department. Black Belt training goes beyond that of the Green Belt level to include highly advanced statistical analysis tools and techniques. Their proven managerial acumen and abilities to withstand pressure and deliver projects on time without compromising on quality standards will stand the organisation in good stead. Skilled Black Belts who have significant experience and a positive never-say-die attitude can go very far in their career and assume top leadership positions within the organisation.
Six Sigma Green Belts vs. Black Belts : What'...

Successful firms lay great emphasis on quality and... Read More

What is the Capability Maturity Model? (CMM)

Capability Maturity Model (CMM) broadly refers to a process improvement approach that is based on a process model. CMM also refers specifically to the first such model, developed by the Software Engineering Institute (SEI) in the mid-1980s, as well as the family of process models that followed. A process model is a structured collection of practices that describe the characteristics of effective processes; the practices included are those proven by experience to be effective. CMM can be used to assess an organization against a scale of five process maturity levels. Each level ranks the organization according to its standardization of processes in the subject area being assessed. The subject areas can be as diverse as software engineering, systems engineering, project management, risk management, system acquisition, information technology (IT) services and personnel management. CMM was developed by the SEI at Carnegie Mellon University in Pittsburgh. It has been used extensively for avionics software and government projects, in North America, Europe, Asia, Australia, South America, and Africa.Currently, some government departments require software development contract organization to achieve and operate at a level 3 standard. History The Capability Maturity Model was initially funded by military research. The United States Air Force funded a study at the Carnegie-Mellon Software Engineering Institute to create a model (abstract) for the military to use as an objective evaluation of software subcontractors. The result was the Capability Maturity Model, published as Managing the Software Process in 1989. The CMM is no longer supported by the SEI and has been superseded by the more comprehensive Capability Maturity Model Integration (CMMI). Maturity Model The Capability Maturity Model (CMM) is a way to develop and refine an organization’s processes. The first CMM was for the purpose of developing and refining software development processes. A maturity model is a structured collection of elements that describe characteristics of effective processes. A maturity model provides: a place to start the benefit of a community’s prior experiences a common language and a shared vision a framework for prioritizing actions a way to define what improvement means for your organization A maturity model can be used as a benchmark for assessing different organizations for equivalent comparison. It describes the maturity of the company based upon the project the company is dealing with and the clients. Context In the 1970s, technological improvements made computers more widespread, flexible, and inexpensive. Organizations began to adopt more and more computerized information systems and the field of software development grew significantly. This led to an increased demand for developers—and managers—which was satisfied with less experienced professionals. Unfortunately, the influx of growth caused growing pains; project failure became more commonplace not only because the field of computer science was still in its infancy, but also because projects became more ambitious in scale and complexity. In response, individuals such as Edward Yourdon, Larry Constantine, Gerald Weinberg, Tom DeMarco, and David Parnas published articles and books with research results in an attempt to professionalize the software development process. Watts Humphrey’s Capability Maturity Model (CMM) was described in the book Managing the Software Process (1989). The CMM as conceived by Watts Humphrey was based on the earlier work of Phil Crosby. Active development of the model by the SEI began in 1986. The CMM was originally intended as a tool to evaluate the ability of government contractors to perform a contracted software project. Though it comes from the area of software development, it can be, has been, and continues to be widely applied as a general model of the maturity of processes in IS/IT (and other) organizations. The model identifies five levels of process maturity for an organisation. Within each of these maturity levels are KPAs (Key Process Areas) which characterise that level, and for each KPA there are five definitions identified: 1. Goals 2. Commitment 3. Ability 4. Measurement 5. Verification
What is the Capability Maturity Model? (CMM)

Capability Maturity Model (CMM) broadly refers to ... Read More

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