ISO 18404:2015
(Main)Quantitative methods in process improvement — Six Sigma — Competencies for key personnel and their organizations in relation to Six Sigma and Lean implementation
Quantitative methods in process improvement — Six Sigma — Competencies for key personnel and their organizations in relation to Six Sigma and Lean implementation
ISO 18404:2015 defines the competencies for the attainment of specific levels of competency with regards to Six Sigma, Lean, and "Lean & Six Sigma" in individuals, e.g. Black Belt, Green Belt and Lean practitioners and their organizations. Yellow Belt is not included in ISO 18404:2015. ISO 18404:2015 excludes Design for Six Sigma.
Méthodes quantitatives pour l'amélioration des processus — Six Sigma — Compétences pour le personnel clé et leur organisation en relation avec la mise en œuvre du Six Sigma et du Lean
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INTERNATIONAL ISO
STANDARD 18404
First edition
2015-12-01
Quantitative methods in process
improvement — Six Sigma —
Competencies for key personnel and
their organizations in relation to Six
Sigma and Lean implementation
Méthodes quantitatives pour l’amélioration des processus — Six
Sigma — Compétences pour le personnel clé et leur organisation en
relation avec la mise en œuvre du Six Sigma et du Lean
Reference number
©
ISO 2015
© ISO 2015, Published in Switzerland
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ii © ISO 2015 – All rights reserved
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms, definitions, and abbreviated terms . 1
3.1 Terms and definitions . 1
3.2 Abbreviated terms . 1
4 Competency of key personnel in relation to Six Sigma, Lean, and “Lean & Six Sigma” .2
4.1 Education and training . 2
4.2 Skills and competency . 2
4.2.1 Six Sigma . 2
4.2.2 Lean . 2
4.2.3 “Lean & Six Sigma” . 2
4.3 Experience . 2
5 Adequacy of an organization with regards to its Six Sigma, Lean or “Lean & Six
Sigma” approach and deployment . 2
5.1 General . 2
5.2 Adequacy of the organization’s Six Sigma, Lean or “Lean & Six Sigma” strategy . 3
5.3 Adequacy of the organization’s Six Sigma, Lean or “Lean & Six Sigma” architecture . 3
5.4 Adequacy of the skills and competencies of the key personnel . 3
5.5 Adequacy and continual improvement of organizational deployment . 3
6 Resource management . 4
6.1 General . 4
6.2 Provision of resources . 4
6.3 Ongoing monitoring of requirements . 4
6.4 Key personnel . 4
6.5 Maintaining competence of key personnel . 4
6.5.1 Green Belts and Lean practitioners . 4
6.5.2 Black Belts and Lean leaders . 4
6.5.3 Master Black Belt and Lean expert. 5
6.6 Organization . 5
6.7 Maintaining competence of the organization . 5
Annex A (normative) Six Sigma . 6
Annex B (normative) Lean.21
Annex C (normative) “Lean & Six Sigma” .35
Foreword
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described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
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assessment, as well as information about ISO’s adherence to the WTO principles in the Technical
Barriers to Trade (TBT) see the following URL: Foreword - Supplementary information
The committee responsible for this document is ISO/TC 69, Applications of statistical methods,
Subcommittee SC 7, Applications of statistical and related techniques for the implementation of Six Sigma.
iv © ISO 2015 – All rights reserved
Introduction
This International Standard sets out to clarify the required competencies for personnel and
1)
organizations in Six Sigma , Lean and “Lean & Six Sigma”. Because of the ambiguity of the many
combinations of Lean and Six Sigma, currently termed “Lean Six Sigma”, this International Standard will
use the term “Lean & Six Sigma”. Before this, there had been no universal standard on what constitutes
a Black Belt or what is required in an organization which deploys these approaches.
For example, if an organization advertises for a Six Sigma Black Belt, how can they be sure of the level of
ability of a “Black Belt”? If a supplier says it is deploying Six Sigma or perhaps Lean, how can a customer
be sure of their real abilities? A fundamental purpose of this International Standard is to assist in the
answer of such questions.
Much debate has been had on the nature of Six Sigma and Lean, their commonality and their differences.
Protagonists have argued over the content, overlap, application, supremacy and purpose of the two
approaches. Various combinations of the two approaches exist, many under the umbrella title of “Lean
Six Sigma”. Six Sigma and Lean have a commonality of field of application, i.e. process improvement.
Lean focuses on reducing ‘chronic’ waste and Six Sigma focuses on reducing the variation and thereby
its adverse effects.
This International Standard therefore sets out the separate competency requirements for Six Sigma
and Lean implementation; it also sets out a combined competency framework for “Lean & Six Sigma”.
In so doing, it focuses on the competencies (skills and abilities) to deliver benefits to an organization
rather than defining the specific educational level required for each role.
Candidates will be expected to demonstrate that they have an adequate level of competence, an
amalgamation of education, training, skills and experience necessary to fulfil their roles.
In its preparation, it has been seen to be helpful to prepare this International Standard by focusing
on Six Sigma, Lean implementation and “Lean & Six Sigma” separately and the user will come across
different tables dealing with these subjects.
1) Six Sigma is a trade mark of Motorola, Inc.
INTERNATIONAL STANDARD ISO 18404:2015(E)
Quantitative methods in process improvement — Six Sigma
— Competencies for key personnel and their organizations
in relation to Six Sigma and Lean implementation
1 Scope
This International Standard defines the competencies for the attainment of specific levels of competency
with regards to Six Sigma, Lean, and “Lean & Six Sigma” in individuals, e.g. Black Belt, Green Belt and
Lean practitioners and their organizations. Yellow Belt is not included in this International Standard.
This International Standard excludes Design for Six Sigma.
NOTE This International Standard sets out the required competencies for individual certification and/or an
organization’s certificate.
2 Normative references
The following documents, in whole or in part, are normatively referenced in this document and are
indispensable for its application. For dated references, only the edition cited applies. For undated
references, the latest edition of the referenced document (including any amendments) applies.
ISO 13053-1, Quantitative methods in process improvement — Six Sigma — Part 1: DMAIC methodology
ISO 13053-2, Quantitative methods in process improvement — Six Sigma — Part 2: Tools and techniques
3 Terms, definitions, and abbreviated terms
3.1 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
3.1.1
appropriate authority
authority identified and justified by an organization
Note 1 to entry: This authority can be either internal or external to the organization.
3.2 Abbreviated terms
5S sort, set, shine, standardize, sustain
CT critical to
DOWNTIME defects, overproduction, waiting, non-utilization of talent, transport, inventory, motion,
extra-processing
EDA exploratory data analysis
HOQ house of quality
OEE overall equipment effectiveness
PDCA plan, do, check, act
PDM policy deployment matrix
SIPOC supplier-input-process-output-customer
SMED single-minute exchange of die
TIM WOOD transport, inventory, motion, waiting, over-processing, overproduction, defects
VOC voice of the customer
VSM value-stream map
WIP work in progress
WORMPIT waiting, overproduction, rework, motion, processing, inventory, transport
4 Competency of key personnel in relation to Six Sigma, Lean, and “Lean & Six
Sigma”
4.1 Education and training
Six Sigma, Lean, and “Lean & Six Sigma” personnel shall be competent on the basis of adequate and
appropriate education, training, skills, competencies and experience.
4.2 Skills and competency
4.2.1 Six Sigma
See Annex A.
4.2.2 Lean
See Annex B.
4.2.3 “Lean & Six Sigma”
See Annex C.
4.3 Experience
Appropriate evidence of relevant experience of an individual shall be recorded, validated, controlled
and maintained. Records shall be legible, readily identifiable and retrievable.
EXAMPLE A successfully completed Six Sigma project or parts of projects, Lean activities.
5 Adequacy of an organization with regards to its Six Sigma, Lean or “Lean & Six
Sigma” approach and deployment
5.1 General
Within an organization, it will be important to have the role of a champion well-defined as per
ISO 13053-1. A champion facilitates improvement activities and removes “road blocks” in the path of
project completion.
The organization shall, at regular defined, justified intervals and in alignment with business objectives,
review and adjust the Six Sigma, Lean or “Lean & Six Sigma” strategy by an appropriate authority.
2 © ISO 2015 – All rights reserved
It is expected that any audit will respect the confidentiality of the organization in all respects (to
include, but not limited to, intellectual property, security and commercial issues).
5.2 Adequacy of the organization’s Six Sigma, Lean or “Lean & Six Sigma” strategy
The organization shall
a) define, maintain and control an appropriate, documented Six Sigma, Lean or “Lean & Six Sigma”
strategy. This International Standard shall define the objectives of the approach and deployment.
This will be part of the organization’s overall strategy and can be a separate document, and
b) define, maintain and control appropriate approaches and/or plans of action to achieve these
objectives.
5.3 Adequacy of the organization’s Six Sigma, Lean or “Lean & Six Sigma” architecture
The organization shall
a) define, maintain and control Six Sigma, Lean or “Lean & Six Sigma” architecture appropriate to
the organizational culture, to include infrastructure, steering committees, reporting structures,
responsibilities/accountabilities, support,
b) define, maintain and control appropriate numbers and disposition of Six Sigma, Lean or “Lean & Six
Sigma” personnel, at appropriate competence levels (see ISO 13053-1), and
c) define, maintain and control appropriate decision-making processes for the Six Sigma, Lean or
“Lean & Six Sigma” approach and deployment.
5.4 Adequacy of the skills and competencies of the key personnel
The organization shall
a) determine the necessary competencies for Six Sigma, Lean or “Lean & Six Sigma” personnel subject
to the minimum competencies contained in this International Standard,
b) where applicable, provide training or take other actions to achieve the necessary competence,
c) maintain the competencies of its personnel at appropriate levels,
d) evaluate the effectiveness of the actions taken,
e) ensure that its personnel are aware of the relevance and importance of their activities and how
they contribute to the achievement of their objectives, and
f) maintain appropriate records of education, training, skills, competencies and experience.
5.5 Adequacy and continual improvement of organizational deployment
The organization shall
a) define, maintain and control appropriate deployment metrics to ascertain the adequacy, or
otherwise, of Six Sigma, Lean or “Lean & Six Sigma” deployment and its continual improvement,
b) determine the required targets for these metrics,
c) review the achievement against these targets, and
d) review the continued relevance of the metrics and targets and update as appropriate.
6 Resource management
6.1 General
The organization shall define and identify key personnel.
6.2 Provision of resources
The organization shall determine, provide and effectively use the resources needed to
a) support the Six Sigma, Lean or “Lean & Six Sigma” implementation, i.e. sponsor(s) and/or champion(s),
b) deploy and maintain the Six Sigma, Lean or “Lean & Six Sigma” implementation and continually
improve its effectiveness, and
c) achieve their defined objectives.
NOTE These resources can be internal or external to the organization.
6.3 Ongoing monitoring of requirements
The organization shall, at regular defined intervals, review and adjust appropriate resources for the Six
Sigma, Lean or “Lean & Six Sigma” measurement, analysis and improvement.
6.4 Key personnel
Key personnel shall
a) demonstrate attainment against defined competencies and objectives,
b) actively maintain and enhance their skills and competencies, and
c) actively maintain personal records of their training, skills, competencies and experience.
6.5 Maintaining competence of key personnel
6.5.1 Green Belts and Lean practitioners
Green Belts and Lean practitioners shall prepare and produce a portfolio of evidence of work experience.
These portfolios form the basis of status review and will usually be reviewed internally every year by a
Black Belt or Master Black Belt.
Status will be renewed subject to satisfactory evidence.
6.5.2 Black Belts and Lean leaders
Black Belts and Lean leaders shall prepare and produce a portfolio of evidence of work experience.
These portfolios form the basis of status review and will normally be
a) reviewed internally every year, and
b) reviewed every three years by an appropriate authority.
Status will be renewed subject to satisfactory evidence.
4 © ISO 2015 – All rights reserved
6.5.3 Master Black Belt and Lean expert
Master Black Belts and Lean experts shall prepare a portfolio of evidence of work experience. These
portfolios form the basis of status review and will normally be reviewed every three years by an
appropriate authority.
Status will be renewed subject to satisfactory evidence.
6.6 Organization
The organization shall plan and implement the monitoring, measurement, analysis and improvement
processes needed to
a) demonstrate attainment of defined objectives and deployment metrics,
b) ensure continued applicability of the approaches and/or plans of action, and
c) enable organizational learning and continually improve the effectiveness of the implementation.
This shall include determination of applicable methods and justification of these methods to the
appropriate authority, to include statistical techniques as appropriate and the extent of their use.
6.7 Maintaining competence of the organization
The competence of an organization is to be reviewed every three years by an appropriate authority.
More frequent internal reviews are recommended.
Annex A
(normative)
Six Sigma
A.1 Green Belt
The Green Belt is expected to deliver the agreed benefits of a Six Sigma project to the organization.
These improvement activities will often be within the Green Belt’s usual field of employment and
operation. In so doing, the Green Belt will
a) work with the local ‘line management’ to identify and quantify opportunities for improvement
within the local environment,
b) be required to
1) work, possibly under the direction of a Black Belt or Master Black Belt or as a member of a
larger Six Sigma project led, for example, by a Black Belt, and/or
2) be required to lead a smaller Six Sigma project under the direction of a Black Belt, and
c) possibly coach process operators (Yellow Belts) on process improvement methods and activities.
Table A.1 — Six Sigma — Green Belt competencies
Index Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria of understanding the of applying the of managing the of training the
competency competency competency competency
1 Organi- Understands Describes the appro- Demonstrates the Not applicable Not applicable
zational the impor- priate identification identification of
benefits tance of using of the organization’s benefits on Green Belt
identification quantified local opportunities, the projects.
and prioriti- organizational benefits of removing
zation. benefits or goals concerns and the
to guide project relationship to an
selection. organization’s local
business goals and
how project/problem
selection relates to
these goals.
2 Business pro- Understands the Describes when and Demonstrates the Not applicable Not applicable
cess improve- use of Six Sigma where Six Sigma impact that Six Sigma
ment. to support would be an appro- has had on local organ-
organizational priate approach for ization.
strategy. process improvement
in the organization.
3 Change Understands Describes interaction Demonstrates partici- Not applicable Not applicable
management. the role of a between stakehold- pation in and commu-
Green Belt in ers and the change nication of change.
change manage- process in the Green
ment and the Belt’s project and the
importance of mutual impact of one
using a coherent on the other.
approach to
manage change.
6 © ISO 2015 – All rights reserved
Table A.1 (continued)
Index Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria of understanding the of applying the of managing the of training the
competency competency competency competency
4 Data Identifying and Describes the differ- Evidence of imple- Not applicable Not applicable
acquisition actively seeking ence between qualita- mentation of a plan to
for analysis. appropriate tive and quantitative acquire appropriate
information in information and the data.
various forms, benefits of quanti-
ensuring the fying performance.
validity of such Describe where data
information and might be found, how it
transforming is gathered and what
into data which analysis techniques
can be analysed might be used in the
in Compe- Green Belt’s project.
tency 22. Describe where or
how validity might
be compromised and
what actions might be
needed.
5 Leadership Importance Describes leadership Not applicable Not applicable Not applicable
development of developing development includ-
in self. leadership skills ing the following, as
in self. appropriate: self-as-
sessment, importance
of coaching, impor-
tance of mentoring,
personal development
plans.
6 Leadership Importance Not applicable Not applicable Not applicable Not applicable
development of leadership
in others. development in
others.
(See also Com-
petency 20).
7 Creativity Understands Describes the differ- Evidence of use of this Not applicable Not applicable
thinking. the need to ent thinking modes approach during a
apply creative (e.g. creative and project.
thinking analytical).
approaches to
pursue project
objectives.
8 Customer To understand Describes the differ- Demonstrates Not applicable Not applicable
focus. how and why ent types of customers the application of
to listen to as applied to the ‘customer focus’
the ‘voice of Green Belt project. approaches. For
the customer’ example, through the
(VOC). correct use of a ‘house
of quality’ and/or ‘crit-
ical to’ (CT) matrix.
9 Decision To recognize the Describes circum- Not applicable Not applicable Not applicable
making and importance of stances where
taking. decision-taking decision-taking is
and identify the required in a Green
decision-takers. Belt project and the
responsibility for
these decisions.
10 Interper- To support To know the factors Demonstrates the Not applicable Not applicable
sonal and effective affecting team effec- effective use of com-
team leader- interaction with tiveness, including munication techniques
ship skills. others including factors such as leader- in a Green Belt project.
stake holders. ship style, team roles,
personality types.
To work effec-
tively with oth-
ers to achieve
objectives.
Table A.1 (continued)
Index Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria of understanding the of applying the of managing the of training the
competency competency competency competency
11 Motivating Understands Knows possible Demonstrates that Not applicable Not applicable
others. why it is impor- motivations such as such approaches have
tant to motivate identifying individual been deployed.
individuals and drivers, creating a
teams to pro- shared vision, shared
gress towards goals, understanding
objectives. appropriate incentives
and consequences.
12 Numeracy. To be profi- Describes the Demonstrates a sense Not applicable Not applicable
cient in the necessity to have of the size of order of
interpretation proficiency with magnitude and the
of numbers in numerical information sound basis of these.
the Green Belt to undertake a Green
To calculate accurately
project. Belt project.
a range of calculations.
To recognize when it
is appropriate to use a
computer, and be able
to do so effectively.
To demonstrate that
calculated results are
reasonable.
To demonstrate
interpolations and pre-
dictions from the data
in projects, e.g. graphs,
diagrams, charts and
tables.
13 Practical The ability To describe appropri- To demonstrate the Not applicable Not applicable
problem to differenti- ate processes used appropriate use of
solving ate between to address different DMAIC and other
(opportunity different types types of problems. problem solving meth-
realization). of problems/ ods, qualifying the
Describes where this
opportunities selection.
is appropriate.
and choose
To participate in
appropriate
process improvements
approaches to
having found the prin-
address them.
cipal root cause.
For example,
acute/chronic
To demonstrate the
or special
successful application
cause/common
of a variety of practical
cause.
root-cause identifi-
cation and sorting
To understand
techniques (e.g. the
how to apply
five ‘whys’, Pareto
root cause anal-
charts, fault tree anal-
ysis techniques
ysis, cause and effect
to identify
diagrams).
causal factors
for process
improvement.
The ability to Describes solution Demonstrates use Not applicable Not applicable
put forward generation process of appropriate tech-
potential solu- used and how propos- niques to generate
tions and select als address the root solution(s) to identi-
and verify the causes identified. fied root cause(s), then
most appropri- sort, select and verify.
Describes process
ate.
used to establish the
criteria for selection.
Describes the verifi-
cation process for the
chosen solution(s).
8 © ISO 2015 – All rights reserved
Table A.1 (continued)
Index Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria of understanding the of applying the of managing the of training the
competency competency competency competency
To be able to Describes how to Demonstrates use Not applicable Not applicable
implement check that the chosen of appropriate
solution(s) and solution will work in techniques to check
verify benefit(s) practice (e.g. trials, solution(s) will work
delivered. pilot, experimentation in practice, then
etc.). implement and verify
benefit achieved.
Describes how to
implement the chosen
solution in practice.
Describes how to
check implementation
has addressed the root
cause and delivered
benefit.
14 Presentation Understands Describes effective Demonstrates the Not applicable Not applicable
and report- the importance ways to structure planning and delivery
ing skills. of communicat- presentations and of presentations, for-
ing effectively. reports. mal or informal, and
preparation of reports.
15 Process Understands To describe the pro- Demonstrates the Not applicable Not applicable
thinking the processes cesses and/or systems application of appro-
skills. and/or systems in which the Green priate process tools/
in which the Belt project operates techniques such as
Green Belt and the impacts the SIPOC, flow charts.
project operates project may have.
and the impacts
the project may
have.
16 Project man- Managing a Describes what con- To have demonstrated Not applicable Not applicable
agement. finite-time stitutes good project the effective manage-
improvement management skills. ment of a Six Sigma
activity with a Green Belt project.
defined group of
people.
17 Risk analysis. To understand Describes what is To have demonstrated Not applicable Not applicable
the concept meant by risk and how the identification of
of risk in a Six risks are evaluated risk.
Sigma project. and prioritized in a
To have demonstrated
Green Belt project.
how to quantify and
prioritize risk.
18 Self-review To be able to To describe own To have demonstrated Not applicable Not applicable
and develop- understand own strengths and plans self-review and suita-
ment. strengths and for self-development. ble actions taken.
areas requiring
development.
19 Six Sigma To understand Describes the use and To have demonstrated Not applicable Not applicable
tools. the application application of these the correct selection
of Six Sigma techniques. and application of
tools and tech- appropriate Six Sigma
niques (refer tools and techniques in
to ISO 13053-1 a Green Belt project.
for appropri-
ate Green Belt
level).
20 Stakeholder To have Describes types of Not applicable Not applicable Not applicable
management. knowledge of stakeholder and
stakeholder appropriate tech-
management. niques for stakeholder
management.
Table A.1 (continued)
Index Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria of understanding the of applying the of managing the of training the
competency competency competency competency
21 Statistical To understand Describes the appro- To demonstrate the Not applicable Not applicable
concepts. statistical priate application of appropriate applica-
concepts and statistical concepts in tion of statistical con-
methods and a Green Belt project. cepts in a Green Belt
use appropri- project, for example,
ately (refer to sample selection, sam-
ISO 13053-1 ple size determination,
for appropri- confidence level.
ate Green Belt
level).
22 Statistical To have Describes the use To demonstrate Not applicable Not applicable
software use. knowledge of and strengths of one proficiency in at least
the application, software package one currently-availa-
capabilities which runs statistical ble software package
and limitations analysis, including any which runs statistical
of at least one limitations. analysis, including the
statistical soft- sense-checking and
ware tool and presentation of analy-
situations when sis results.
it is appropriate
to use it.
23 Sustaina- To understand Describes the impor- To demonstrate steps Not applicable Not applicable
bility and the concept of tance of sustainabil- taken to ensure per-
control. control in a Six ity of implemented formance of improved
Sigma project. solution. process is sustained
over time.
A.2 Black Belt
The Black Belt is expected to deliver the agreed benefits of a Six Sigma project to the organization. In so
doing, the Black Belt will
a) work with others to identify and quantify opportunities for improvement,
b) organize multi-disciplinary teams (process organization), where necessary, and manage
improvement projects,
c) lead improvement projects or facilitate Green Belt projects using the DMAIC methodology,
d) train, coach and mentor Green Belts on DMAIC methodology and associated process improvement
techniques, and
e) to participate in all ‘gate’ reviews directly through prepared presentations of the work accomplished
to-date with an emphasis on the accomplishments in the phase being reviewed.
10 © ISO 2015 – All rights reserved
Table A.2 — Six Sigma - Black Belt competencies
Index Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria of understanding the of applying the of managing the of training the
competency competency competency competency
1 Organiza- Identification of Describes the appro- Demonstrates that Evidence of review Not applicable
tional benefits the importance priate identification the selection of each of Green Belt project
identification of using quanti- of the organization’s project is in agreement benefits and linkages
and prioriti- fied organiza- opportunities, the with these goals and to organizational goals
zation. tional benefits benefits of removing objectives. as appropriate.
or goals to concerns and the rela-
Demonstration of
guide project tionship to an organi-
correct selection and
selection. zation’s business goals
use of prioritization
and how project/prob-
Selection techniques such as the
lem selection relates
and use of an following: prioritiza-
to these goals.
appropriate tion matrices, mul-
prioritization Describes appropri- ti-voting techniques,
approach. ate prioritization strategy grids.
approaches and tech-
niques and their use.
2 Business pro- Appropriate Describes the origins Demonstration of the Not applicable Not applicable
cess improve- use of Six Sigma of Six Sigma. impact that Six Sigma
ment. to support has had on organiza-
Describes when and
organizational tion.
where Six Sigma
strategy.
would be an appro-
priate approach for
process improvement.
3 Change Importance of Describes interaction Demonstration of Evidence of review Not applicable
management. using a coher- between stakeholders the identification of of Green Belt change
ent approach to and change process key stakeholders and effectiveness.
change manage- and the mutual impact the use of coherent
ment. of one on the other. approach to progress
change.
4 Leadership Importance Describes leadership Demonstrates Not applicable Not applicable
development of developing development includ- identification of any
in self. leadership ing the following, as gaps in required
skills in self. appropriate: self-as- own competencies to
sessment, importance progress change and
of coaching, impor- suggestions made for
tance of mentoring, appropriate action.
personal development
plans.
5 Leadership Importance Describes leadership Demonstrates identi- Not applicable Not applicable
development of leadership development in others fication of any gaps in
in others. development in including as appro- required competencies
others. priate: assessment, to progress change, in
coaching, mentoring, individuals, teams or
(See also Com-
development plans. in organization, and
petency 20).
suggestions made for
appropriate action.
6 Data acqui- Identifying and Describes where The demonstration Critical analysis of Not applicable
sition for actively seeking data might be of a plan to acquire existing data streams
analysis. appropriate found and possible appropriate data, the and suggestions of
information in formats (structured verification and vali- possible improve-
various forms, and unstructured). dation of such data, the ments.
ensuring the Describes how to manipulation of data
validity of such verify and validate into the appropriate
information and information and format to satisfy pro-
transforming manipulate data into ject objectives.
into data which appropriate formats.
can be analysed
in Competency
22.
7 Creativity To apply crea- Describes the differ- Evidence of use of this Critical analysis of Not applicable
thinking. tive thinking ent thinking modes approach during the suitability of chosen
approaches (e.g. creative and project. approach.
to define and analytical, divergent/
pursue project convergent) and
objectives. suggest appropriate
techniques to support
creative thinking.
Table A.2 (continued)
Index Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria of understanding the of applying the of managing the of training the
competency competency competency competency
8 Customer To understand Describes the Demonstration of Reviews effectiveness Not applicable
focus. how and why different types of the application of of solutions to address
to listen to customers. ‘customer focus’ customer’s needs.
and capture approaches. For
To understand the link
the ‘voice of example, through the
between the VOC and
the customer’ correct use of the Kano
the requirements of
(VOC). model and ‘house of
other stakeholders,
quality’ and/or ‘criti-
e.g. operations and
cal to’ (CT) matrices.
management.
9 Decision To recognize Describes circum- Demonstration of the Review of effective- Not applicable
making and the importance stances where appropriate usage of ness of decision mak-
taking. of decision-tak- decision-taking is the key elements of ing processes.
ing and identify required and the decision-taking (indi-
the deci- responsibility for vidual or group).
sion-takers. these decisions.
10 Interpersonal To support To describe the factors Demonstration that Review of effective- Not applicable
and team effective inter- affecting team effec- the Black Belt has ness of actions.
leadership action with tiveness, including studied their team
skills. others including factors such as leader- from the viewpoint
stake holders. ship style, team roles, of the interpersonal
personality types. skills deployed, taken
To work effec-
appropriate action
tively with oth-
and demonstrated a
ers to achieve
positive effect.
objectives.
11 Motivating Understands Describes possible Demonstration of how Review of suc- Not applicable
others. how to motivate approaches such as such approaches have cess of motivation
individuals and identifying individual been deployed and the approaches.
teams to pro- drivers, creating outcomes.
gress towards shared vision, shared
objectives. goals, understanding
appropriate incentives
and consequences.
12 Numeracy. To be proficient Describes the A demonstration of To demonstrate that Not applicable
in interpre- necessity to have the sense of the size they have assessed
tation and proficiency with of order of magnitude numeracy skills in Six
manipulation of numerical information and the sound basis of Sigma projects, identi-
numbers. to undertake a Six these. fied gaps and ensured
Sigma project. these are addressed
To calculate accurately
appropriately.
a range of calculations.
To recognize when it
is appropriate to use a
computer and be able
to do so effectively.
To demonstrate that
calculated results are
reasonable.
To demonstrate
interpolations and pre-
dictions from the data
in projects, e.g. graphs,
diagrams, charts and
tables.
12 © ISO 2015 – All rights reserved
Table A.2 (continued)
Index Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria of understanding the of applying the of managing the of training the
competency competency competency competency
13 Practical The ability To describe appropri- To demonstrate the To review effective- Not applicable
problem to differenti- ate processes used appropriate use of ness of problem-solv-
solving ate between to address different DMAIC and other ing within project
(opportunity different types types of problems. problem solving meth- team(s).
realization). of problems/ ods, qualifying the
Describes where this
opportunities selection.
is appropriate.
and choose
To complete process
appropriate
improvements having
approaches to
found the principal
address them.
root cause and evalu-
For example, ated the costs associ-
acute/chronic, ated with implementa-
or special tion compared to the
cause/common costs of the problem
cause. itself.
To understand
To demonstrate the
how and when successful choice and
to apply root application of various
cause analysis practical root-cause
techniques to identification and sort-
identify causal
ing techniques (e.g.
factors for pro- the five ‘whys’, Pareto
cess improve- charts, fault tree anal-
ment. ysis, cause and effect
diagrams).
The ability to Describes solution Demonstrates use Demonstration of Not applicable
put forward generation process of appropriate tech- review and check of
potential solu- used and how propos- niques to generate solution generation
tions and select als address the root solution(s) to identi- and selection process.
and verify the causes identified. fied root cause(s), then
most appropri- sort, select and verify.
Describes process
ate.
used to establish the
criteria for selection.
Describes the verifi-
cation process for the
chosen solution(s).
To be able to Describes how to Demonstrates use Demonstration of Not applicable
implement check that the chosen of appropriate tech- review and check of
solution(s) and solution will work in niques to check that solution implementa-
verify benefit(s) practice (e.g. trials, the solution(s) will tion and verification
delivered. pilot, experimenta- work in practice, then process.
tion, etc.). implement and verify
benefit achieved.
Describes how to
implement the chosen
solution in practice.
Describes how
to check that the
implementation has
addressed the root
cause and delivered
benefit.
14 Presentation The importance Describes effective To have demonstrated To have measured the Not applicable
and reporting of communicat- ways to structure the planning and effectiveness of these
skills. ing effectively presentations and delivery of presenta- presentations and
to stakehold- reports to me
...
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