Lean Business Transformation, Yellow, Green & Black Belts
Up till now, we have designed and delivered Lean Business Transformation training in Workshop format for clients in the public and private sectors. Increasingly, these clients are finding this to be resource hungry, and taking people out of the workplace for a fixed period of time may not suit all.
We have been asked to provide our training in a variety of formats, including eLearning, and we have now devised a programme which aids eLearning and allows flexibility of access, so learners can work on the programme at their own pace. This is coupled with structured feedback and the opportunity for Coaching – thus blending eLearning and face to face interaction.
What is our Lean Business Transformation Content Learning Management System?
We have developed our own on line eLearning system for supporting learners in developing their knowledge and core competencies in Lean Business Transformation. Traditionally, if people wanted to become skilled in Lean Business Transformation, they would attend either a full or part time open course or one provided in-house by their organisation.
We offer both open and tailored or bespoke and online courses for Yellow, Green and Black Belt certification. Yellow Belt has been designed for participants in business improvement teams, Green Belts for Team or Project Leaders, and Black Belt for those leading and facilitating the strategic roll-out of Lean Business Transformation and continuous improvement.
Why is on-line learning so popular?
Nowadays, few busy managers or staff can afford the time required to attend full-time courses. For example, Yellow Belt requires 3 full days, Green Belt 7-10 days, and Black Belt several weeks of training. Those attending our on-line learning have found that they can progress through the programme at their own pace while still maintaining their commitments at work.
Previously, those attending full time courses have been met on their return to the workplace by a back-log of uncompleted work, while also having to catch up on new projects and priorities. Now, by attending our sessions, they can carefully plan their work around the needs of the assignments and vice-versa. Further, because the assignments are practically based on the work learners do daily, and not on unreal Lean scenarios based solely in manufacturing businesses, we find that the commitment and motivation to complete the assignments is heightened.
Learners committing to our LBT can use much of this in any further studies for professional qualifications or MBA’s.
What benefits accrue to the learner?
Perhaps the most obvious benefit is applying their assignments to work they are completing daily. Further, most staff have other projects to which they have to contribute, and the carefully designed structure behind this LMS enables learners to use the problems they are working on today, to become the input and eventual output reflected in their Projects.
What is Lean Business Transformation (LBT)?
In recent years the traditional content of Lean Six-Sigma has been challenged as being too traditional and ‘stuck’ in the manufacturing sector ( in particular, the automotive industry). Further, many suggest that Lean Six-Sigma has turned into a doctrine of focusing entirely on the Japanese style of management, which has neglected the great work of experts in the field of Organisation Development (OD) and the huge research base of the applied behavioural sciences.
We believe that our programme is pretty much unique because, unlike the programmes of other providers. it respects and maintains the high standards of Lean Six-Sigma enshrined in ISO 15035 (parts 1 & 2) and the best practise of leading independent bodies such as ASQ and EFQM – whilst also embodying research undertaken in Business Transformation and Organisation Development.
The designers of the Learning Strategies programme have extensive experience of OD and Business Transformation, working in ‘blue chips' across business organisations in the UK, Europe and the USA, and with extensive experience in the General Electric culture as accredited external consultants for over 15 years.
How relevant is the curriculum to Lean Business Transformation as practised in the real world?
Currently, this programme is the front runner in providing training in Lean BT. It is far in advance of the traditional training providers, who rely solely and unnecessarily on advanced statistical analysis and Lean problem solving techniques. We do recognise that some learners may find the more traditional approach to Lean Six-Sigma is more appropriate for themselves, and we would encourage them to seek out training providers that enable them to develop the competencies for work in the more traditional areas of manufacturing operations.
If, however, learners are employed in FMCG, Retail, Financial Services or in Central or Local Government, Healthcare or IT and Professional Services, we would welcome their involvement in the programme and will be happy to tailor it to their needs.
How long does it take?
Realistically, completing Yellow Belt can take up to a month and requires 16 hours input for the assignments and the mini project, depending on prior knowledge. What is important is that learners should keep a dossier of learning which can also be used for their CPD.
Green Belts are required to complete Yellow Belt first, and then devote a further 30 hours to complete the 10 Green Belt assignments and a project. It is realistic for most Green Belts to complete within 6 – 12 weeks. It must be remembered that this is a rigorous body of study.
The output of Green Belt accreditation is valued by an increasing number of organisations. Additionally, we are currently working with several Business Schools to gain their acceptance of our programmes for admission to post experience and post graduate courses.
Black Belts require an additional 60 hours, most of which is spent working on 2 projects, and focusing on the strategic role of OD in business transformation. The benefits that accrue to learners once they have committed to the Learning Strategies unique Learning Management System and model are acknowledged and valued by leading blue chip organisations.
How does the typical learner approach the process?
This depends on the student and their preferred style of learning. They can either work through the chapters and modules in a logical step by step manner, or can immerse themselves in reviewing the assignments and requirements for the projects, before studying the material.
Alternatively, they can work with others in the organisation who are studying at the same level, and share their learning. We actively encourage this collaborative approach because we believe the wider organisation can considerably accelerate the transfer of learning to the workplace, if learners can create action learning sets to implement the ideas they are working upon.
How much Coaching is required?
As much as is necessary to ensure that the learner is taking responsibility and ownership for their own learning. The Coaching model encourages learners to adopt an experiential approach to their learning – testing new and novel ways to use the materials.
The Coaching model works by the Coach and the Learners agreeing a timetable of events that prepare the learner for the LMS and the assignments, provides feedback as the learner progresses through the material, and also provides motivation and stimulus for working on innovative projects that support the learner in achieving their professional and career goals.
How much input is required and how many hours does the average learner have to put into the process?
You have 10 assignments to complete in Yellow Belt, 10 for Green Belt and 5 for Black Belt. The assignments are pieces of work which have been designed to support you in progressing your learning and through the final completion of your project. The project is a reflection of an intervention in applying Lean Six-Sigma. For ‘Yellow Belt’ you have a mini project, for ‘Green Belt’ one full project, and for ‘Black Belt’ - 2 full Projects to demonstrate your competencies.
The assignments act as building blocks that lead to the completion of your Project and this is the natural and logical outcome of working through the assignments.
Where do the projects fit in this learning process?
Start with the Project or Projects as ‘the end in mind’. Learners are required to demonstrate practical applications of knowledge and competencies, and the written projects demonstrate how you have applied the principles to a current piece of work, or how you plan to deal with an upcoming project.
Choice of topics is very flexible and can focus equally on a logical analysis of how you have researched a problem or process, and proposed changes or improvements. Your project can focus on any organisational change initiative which is relevant to your own organisation. If you wish, you can apply statistical analysis of a problem or, more commonly, focus on demonstrating improvements to people or organisational processes.
The choice of project should reflect how you want your Learning and training to equip you with the applications and competencies to drive and implement real change in the real world.
What is the difference between Yellow, Green and Black Belt Training?
The difference is in rigour and applications. Yellow Belts are usually expected to be the core of a problem solving team or group, working on and implementing change as they are under-taking their normal work. So, ‘Yellow Belts’ will devote some of their time to problem solving and implementation, but the majority of their time will be spent doing their day job.
‘Green Belts’ take a stronger facilitation role in guiding and supporting problem solving teams or groups in resolving more of a medium or longer term issue. They will have the skills and abilities to guide the teams through the DMAIC or problem solving process, having access to and experience in, using the key tools and techniques.
‘Black Belts’ adopt a strong leadership role, working with groups whilst liaising with sponsors of projects and business leaders to ensure that changes are fully implemented. The majority of Learners focus on progressing from Yellow to Green Belt training, and that may be sufficient for their needs.
What about certification – what does it mean?
Our programmes and our philosophy match the requirements and the spirit of ISO 15035 (parts 1 & 2), as well as meeting the standards of the ASQ (American Society for Quality), the BQF (British Quality Foundation) and the intent, rigours and thrust of EFQM (European Foundation for Quality Management), the BQF (British Quality Foundation) and PSIF (Public Sector Improvement Framework).
Originally, accreditation originated from specific companies, including General Electric, Motorola, Allied Signal, Johnson & Johnson, who had devised their own Six-Sigma OD programmes to deal with specific challenges, and which later was adopted by bodies such as the ASQ and EFQM which evolved out of the quality movement.
What will it mean to be professionally accredited?
Your certificates of achievement at Yellow, Green or Black Belt will demonstrate that you have undertaken a programme of learning, and acknowledge that you have committed at least the minimum required time to study, and have successfully passed the assignments and projects. Your assignments will be appraised by Black or Master Black Belt practitioners, and if the standard required in the assignments and Projects has not been reached first time, learners are expected to resubmit.
Being professionally certificated can support you in advancing your career, whether you choose to stay in your current field or move on. Many who attend our programmes usually go on either to further their professional career directly, or to move into a specific related field in business transformation. It is also estimated that those undertaking ‘lean’ credentials will expect to increase their potential earnings by 25-40%, should they choose to pursue the widening career options in the ‘Lean’ arena.
Go to our Lean Website now - if you'd like to find out more email Philip Atkinson
Philip Atkinson Learning Strategies Ltd 2010-2018 ©
We have been asked to provide our training in a variety of formats, including eLearning, and we have now devised a programme which aids eLearning and allows flexibility of access, so learners can work on the programme at their own pace. This is coupled with structured feedback and the opportunity for Coaching – thus blending eLearning and face to face interaction.
What is our Lean Business Transformation Content Learning Management System?
We have developed our own on line eLearning system for supporting learners in developing their knowledge and core competencies in Lean Business Transformation. Traditionally, if people wanted to become skilled in Lean Business Transformation, they would attend either a full or part time open course or one provided in-house by their organisation.
We offer both open and tailored or bespoke and online courses for Yellow, Green and Black Belt certification. Yellow Belt has been designed for participants in business improvement teams, Green Belts for Team or Project Leaders, and Black Belt for those leading and facilitating the strategic roll-out of Lean Business Transformation and continuous improvement.
Why is on-line learning so popular?
Nowadays, few busy managers or staff can afford the time required to attend full-time courses. For example, Yellow Belt requires 3 full days, Green Belt 7-10 days, and Black Belt several weeks of training. Those attending our on-line learning have found that they can progress through the programme at their own pace while still maintaining their commitments at work.
Previously, those attending full time courses have been met on their return to the workplace by a back-log of uncompleted work, while also having to catch up on new projects and priorities. Now, by attending our sessions, they can carefully plan their work around the needs of the assignments and vice-versa. Further, because the assignments are practically based on the work learners do daily, and not on unreal Lean scenarios based solely in manufacturing businesses, we find that the commitment and motivation to complete the assignments is heightened.
Learners committing to our LBT can use much of this in any further studies for professional qualifications or MBA’s.
What benefits accrue to the learner?
Perhaps the most obvious benefit is applying their assignments to work they are completing daily. Further, most staff have other projects to which they have to contribute, and the carefully designed structure behind this LMS enables learners to use the problems they are working on today, to become the input and eventual output reflected in their Projects.
What is Lean Business Transformation (LBT)?
In recent years the traditional content of Lean Six-Sigma has been challenged as being too traditional and ‘stuck’ in the manufacturing sector ( in particular, the automotive industry). Further, many suggest that Lean Six-Sigma has turned into a doctrine of focusing entirely on the Japanese style of management, which has neglected the great work of experts in the field of Organisation Development (OD) and the huge research base of the applied behavioural sciences.
We believe that our programme is pretty much unique because, unlike the programmes of other providers. it respects and maintains the high standards of Lean Six-Sigma enshrined in ISO 15035 (parts 1 & 2) and the best practise of leading independent bodies such as ASQ and EFQM – whilst also embodying research undertaken in Business Transformation and Organisation Development.
The designers of the Learning Strategies programme have extensive experience of OD and Business Transformation, working in ‘blue chips' across business organisations in the UK, Europe and the USA, and with extensive experience in the General Electric culture as accredited external consultants for over 15 years.
How relevant is the curriculum to Lean Business Transformation as practised in the real world?
Currently, this programme is the front runner in providing training in Lean BT. It is far in advance of the traditional training providers, who rely solely and unnecessarily on advanced statistical analysis and Lean problem solving techniques. We do recognise that some learners may find the more traditional approach to Lean Six-Sigma is more appropriate for themselves, and we would encourage them to seek out training providers that enable them to develop the competencies for work in the more traditional areas of manufacturing operations.
If, however, learners are employed in FMCG, Retail, Financial Services or in Central or Local Government, Healthcare or IT and Professional Services, we would welcome their involvement in the programme and will be happy to tailor it to their needs.
How long does it take?
Realistically, completing Yellow Belt can take up to a month and requires 16 hours input for the assignments and the mini project, depending on prior knowledge. What is important is that learners should keep a dossier of learning which can also be used for their CPD.
Green Belts are required to complete Yellow Belt first, and then devote a further 30 hours to complete the 10 Green Belt assignments and a project. It is realistic for most Green Belts to complete within 6 – 12 weeks. It must be remembered that this is a rigorous body of study.
The output of Green Belt accreditation is valued by an increasing number of organisations. Additionally, we are currently working with several Business Schools to gain their acceptance of our programmes for admission to post experience and post graduate courses.
Black Belts require an additional 60 hours, most of which is spent working on 2 projects, and focusing on the strategic role of OD in business transformation. The benefits that accrue to learners once they have committed to the Learning Strategies unique Learning Management System and model are acknowledged and valued by leading blue chip organisations.
How does the typical learner approach the process?
This depends on the student and their preferred style of learning. They can either work through the chapters and modules in a logical step by step manner, or can immerse themselves in reviewing the assignments and requirements for the projects, before studying the material.
Alternatively, they can work with others in the organisation who are studying at the same level, and share their learning. We actively encourage this collaborative approach because we believe the wider organisation can considerably accelerate the transfer of learning to the workplace, if learners can create action learning sets to implement the ideas they are working upon.
How much Coaching is required?
As much as is necessary to ensure that the learner is taking responsibility and ownership for their own learning. The Coaching model encourages learners to adopt an experiential approach to their learning – testing new and novel ways to use the materials.
The Coaching model works by the Coach and the Learners agreeing a timetable of events that prepare the learner for the LMS and the assignments, provides feedback as the learner progresses through the material, and also provides motivation and stimulus for working on innovative projects that support the learner in achieving their professional and career goals.
How much input is required and how many hours does the average learner have to put into the process?
You have 10 assignments to complete in Yellow Belt, 10 for Green Belt and 5 for Black Belt. The assignments are pieces of work which have been designed to support you in progressing your learning and through the final completion of your project. The project is a reflection of an intervention in applying Lean Six-Sigma. For ‘Yellow Belt’ you have a mini project, for ‘Green Belt’ one full project, and for ‘Black Belt’ - 2 full Projects to demonstrate your competencies.
The assignments act as building blocks that lead to the completion of your Project and this is the natural and logical outcome of working through the assignments.
Where do the projects fit in this learning process?
Start with the Project or Projects as ‘the end in mind’. Learners are required to demonstrate practical applications of knowledge and competencies, and the written projects demonstrate how you have applied the principles to a current piece of work, or how you plan to deal with an upcoming project.
Choice of topics is very flexible and can focus equally on a logical analysis of how you have researched a problem or process, and proposed changes or improvements. Your project can focus on any organisational change initiative which is relevant to your own organisation. If you wish, you can apply statistical analysis of a problem or, more commonly, focus on demonstrating improvements to people or organisational processes.
The choice of project should reflect how you want your Learning and training to equip you with the applications and competencies to drive and implement real change in the real world.
What is the difference between Yellow, Green and Black Belt Training?
The difference is in rigour and applications. Yellow Belts are usually expected to be the core of a problem solving team or group, working on and implementing change as they are under-taking their normal work. So, ‘Yellow Belts’ will devote some of their time to problem solving and implementation, but the majority of their time will be spent doing their day job.
‘Green Belts’ take a stronger facilitation role in guiding and supporting problem solving teams or groups in resolving more of a medium or longer term issue. They will have the skills and abilities to guide the teams through the DMAIC or problem solving process, having access to and experience in, using the key tools and techniques.
‘Black Belts’ adopt a strong leadership role, working with groups whilst liaising with sponsors of projects and business leaders to ensure that changes are fully implemented. The majority of Learners focus on progressing from Yellow to Green Belt training, and that may be sufficient for their needs.
What about certification – what does it mean?
Our programmes and our philosophy match the requirements and the spirit of ISO 15035 (parts 1 & 2), as well as meeting the standards of the ASQ (American Society for Quality), the BQF (British Quality Foundation) and the intent, rigours and thrust of EFQM (European Foundation for Quality Management), the BQF (British Quality Foundation) and PSIF (Public Sector Improvement Framework).
Originally, accreditation originated from specific companies, including General Electric, Motorola, Allied Signal, Johnson & Johnson, who had devised their own Six-Sigma OD programmes to deal with specific challenges, and which later was adopted by bodies such as the ASQ and EFQM which evolved out of the quality movement.
What will it mean to be professionally accredited?
Your certificates of achievement at Yellow, Green or Black Belt will demonstrate that you have undertaken a programme of learning, and acknowledge that you have committed at least the minimum required time to study, and have successfully passed the assignments and projects. Your assignments will be appraised by Black or Master Black Belt practitioners, and if the standard required in the assignments and Projects has not been reached first time, learners are expected to resubmit.
Being professionally certificated can support you in advancing your career, whether you choose to stay in your current field or move on. Many who attend our programmes usually go on either to further their professional career directly, or to move into a specific related field in business transformation. It is also estimated that those undertaking ‘lean’ credentials will expect to increase their potential earnings by 25-40%, should they choose to pursue the widening career options in the ‘Lean’ arena.
Go to our Lean Website now - if you'd like to find out more email Philip Atkinson
Philip Atkinson Learning Strategies Ltd 2010-2018 ©
