Training Questions

22. How do I design a good Six Sigma training system?

As noted in Chapter 6, it is critically important that you design and implement a training system, as opposed to holding a wave of mass training. A training system is built around the ongoing needs of the entire organization. It takes into account the different curricula that need to be available for different roles, the need for specialized or tailored training, periodic refreshers, training new hires, and so on. The Six Sigma training system should be integrated into the existing training system (assuming there is one), and become a permanent part of your supporting infrastructure. Someone (often a MBB) should “own” the training system before and after it is integrated into the existing training system.

The Six Sigma training system should be designed by those who understand adult learning and behavioral science, as well as those knowledgeable in Six Sigma. In other words, it will likely be a team effort. The design team should begin first with the development needs of the organization, now and in the immediate future, and then determine what curricula is required to satisfy these needs. Other important design considerations include:

• Who will teach each course? How will instructors be qualified and evaluated?

• What materials will be developed for each course? Who will maintain and update these materials?

• Who needs to take each course? Are some courses mandatory? Do some have prerequisites?

• Will exams be given? If so, how will they be developed and graded?

• Will digital (web-based) training be used? How about digital exams?

• What system will be used to track who has taken which courses and which exams, and identify those in need of training?

• Who will handle the logistics (arranging for rooms, obtaining and delivering materials, refreshments, and so on)? Will this be done centrally, or on a class-by-class basis?

Clearly, a true training system that addresses each of the issues noted above is much more complex than a wave of mass training. The system basically answers the questions of Who?, What?, When?, Where?, and How? The needs of the organization answer the question Why? The training system should be dynamic, changing over time to meet the evolving needs of the organization.

23. What training do project teams need?

It is generally accepted that every member on a Black Belt team does not have to be trained as a Black Belt. Our recommendation is that eventually everyone in the organization should be trained in the Six Sigma improvement process, but starting out this will certainly not be the case. As a new Black Belt team is formed, it may turn out that several members of the team, who were selected because of subject matter knowledge, have little or no Six Sigma training. What training do they need in order to function effectively on the team?

In general, we do not recommend that everyone be trained in everything. Therefore, we do not suggest that the team members must all be trained as Green Belts at the time they join the project. This will come, but if you insist on doing it now, it will delay the completion of the project. Instead, we recommend more of a just-in-time approach. The Black Belt should first provide training on Six Sigma awareness to the team. This will help them understand the big picture, and follow where they are in the project at any point in time. Typically, awareness training takes about a half day.

Once the awareness training has been completed, the Black Belt should take the responsibility to develop the team's ability to apply whatever tool is needed at that time.