BS ISO 18404:2015

Quantitative methods in
process improvement
Six Sigma Competencies
for key personnel and their
organizations in relation
to Six Sigma and Lean
implementation

bsi ...making excellence a habit'

BS ISO 18404:2015 BRITISH STANDARD

Natiorial foreword

This British Standard is the UK implementation of ISO 18404:2015.

The UK participation in its preparation was entrusted to Technical

Committee I\115/6, Methodoiogies for business processinnorovement
using statistical methods.
A lit of organizations representad on this committee can be
obtained mi request to its secretary.
This publication does not purport to include all the necessary
provisions of a cortract. Users are responsible for its corred
application.

O The British Standards Institutior 2015.

Published by BSI Standards Limited 2015
ISBN 978 0 580 81206 4

K5 03.120.30
Compliance with a British Standard cannot confer immunity from
legal obligations.
This British Standard was published under the authority of the
Standards Policy and Strategy Comrnittee on 30 November 2015.

Amendmentslcorrigenda issued since publicatiori

Date Text affecteci
 BS 150 18404:2015

INTERNATIONAL 1SO
STANDARD 18404

First edition
2015-12-01

Quantitative methods in process

improvement — Six Sigma
Competencies for key personnel and
their organizations in relation tv Six
Sigma and Lean Implementation
Méthodes quantitatives por Parnélioration des processus Six
Sigma — Compétences pour /e personnel cié eL leur organisation en
relatíon a vec la m¡se en CeLivre du Six SOma et du Lean

Reference number
150 18404:2015(E)

ISO 2015
BS 15018404:2015
150 18404:2015(E)

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iSO 2015 - All rights reserved

 BS 150 18404:2015
150 18404:2015(E)

Contents Page

Foreword EEEEEEEEE E+i Fi Fi 1+11+ E+ EEEEEEEEE NFE I EEEEEE NFEInFE E+i Fi Fi 1+11+ EEEEEEEEEEE 141E4 EEEEEE NFE 141E4 EEEEEE NFE EkE EEEEEE 1+11+141 EEEEEEE EEEEEEEEE +E 1+11 Yi. Fi 114 EinFE E+ .I+i. Yi. Yi.11V

EEEEEEEEE •••••••••••••••••••• • • EME ••• • •• • •• • •• • •• • • • • •• • • • • •• • •• • EME EME EE. ••••••• ••• EEEEEEEEE ..•••• • • a• • •• • •Z • • a• • a• • •• ay

1 Scope 11+E FI El 11 111+E E+i Y Fi 11+E 11+ EEEEEEEEEEEE 1E111E111i 111 F EEEEEE +E 11+E E+i b Fi.FI.FI .FI1 hliY FiY Fi FI FI 1111i Y Fi 111 i. Yi 111+E II 111 iY i i b Fi YE EY+ i. 11 I Fl E+i bi YIE 111E ii i b Fi Y Fi Y Fi

2 Normative references ...................................................................................................................................................................................... 1

3 Terms, definitions, and abbreviated terms EEEEEE E+i E+i Y+. I+ Y+ EEEEEEEEEEEEEEEEEE rFi E+i EEEEEE Y+. I+

3.1_ Terms and definitions........+ dYYd YY dIY+•Y+iY+iY+ilYi•Yd•Y+YY+i I+ Y+. Y+ +i E+i bi Y+. I+ EEEEEEEEEEE +i YYiEEEEEEEE +I E+i E+i Ya Y+

3 .2 Abbreviated terms................. ••••••EEEEEEEEE • • •• • • •• • •• • •• • •• • •• • • •• • •• • • •• • • •• • •• • •• • •• • •• • • • EEEEEEEEE • • •• • •• • • •• • •• • •• • ••

4 Competency of key personnel in relation tu Six Sigma, Lean, and «Lean & Six igma", EEEEEEE 4„41 EP

4. .1 Education and trainingi...... ilbilidEb+WEEilliIIIN EEEEEEEEEEEEEE EEEEEEEEEEEEEEEEE EEEEEEEEEE i•I E+i I bi E bi E bi I 1+1E+ i E Y+ EEEEEEEEEEE +i E i EEEEEEEEE *I E+i Eini E bi E bi I Ya EY+

4 .2 Skills and competency.......+ i I bi I I: i I+ +I E+i I+ i I 1:+1 Y+ +i I ii I bi E bi E 1:+11:+1 I+ 2

i I Y+ EEEEEEEEEEE +i I I: EEEEEEEEE +I E+i I bi E bi E bi I 1:+1 Y+

4 .2.1 Si x Sigma ••••••••••••••••••• ••••••EEEEEEEEE • • •• • • •• • •• • •• • •• • •• • • •• • •• • • • • • •• • •• • •• • •• • • •• • •• • •• • •• • •• 2

EEEEEEEEEEEEEEEEEE • • •• • • •• • •• • •• • •• • ••

4.2.2 Lean. •....•••••••••....••••••••••...••••••••••......• 2

4 .2.3 "Lean 8z. Six Sigma"........ •••••••••••••••••••••••••••••3••7••7•••••••••••••••EEEEEEEEEEEEEEEEEEEEEEEEEEE•••••••••••••••••••••••• • EME • •Z • • EEEEEE ..• EME ••

4 .3 Experience 11111 III P P EEEEEE II PIE P+IP PI P PI I PI I PI. !PI! P PI IP EEEEEE II III P VI! PI I PIE PIE PI. EEEEEE I P PI I PI. EEEEEEEEEEEE I I PI, P EEEEEE VE III F PI I' FI P FI E PIE PI. EEEEEEEEE I P P EEEEEEEEEEEE II P PI I P EEEEEE II PIE P+IP PI I PI P PI . PI. 2

5 Adequacy of an organization with regareis to its SiX Sigma, Lean or "Lean & Six
Sigma" approach and deployment...................... EEEEEE ■ ••■ ••■ •••••••••••••••••••••• •••••••••••••••••••■ ••• EEEEEE •••■ ••••••••••••••••••••••••■ ••■ ••••••••••••••••

5.1 General • • • • • • • • • EEE • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

5.2 Adequacy of the organization's Si x Sigma, Lean or "Lean & Si x Sigma" strategy 3
5.3 Adequacy of the organizationis Six Sigma, Lean or "Lean & Six Sigma" architecture EEEEEEEEE VE E PE E F

5.4 Adequacy of the skills and competencies of the key personnel ...............................+ PI+Pli EEEEEEEEE +II+PYP

5.5 Adequacy and continua' improvement of organizational deployrnent................... ...... .......3 EEEEEEEEE

6 Resource management..................... •••••• EEEEEEEEE i••••••••••••••••••• ••••••• •••••• EEEEEE i••••••••••••••••••• •••••••••••••••••••••• EEEEEE i••••••••••••••••••• 4
6 .1 General .•I EEEEEEEEE +IP+ II P4I FY !IP! I! I P4I P P EEEEEEEEE 41 P4I !VI P PI I P4I P4I FY I I PVP P !FPI P P EEEEEE *I P4 I I P4I FY EEEEEEEEEEEE *WIPP EEEEEE 4IP4IPVIPPIPPIPPIIPV 4
6.2 Provision of resources.,..„. ibFiEF libiiI+iIbiEbiEb+II+iI+ iII+iIbiEbiEbiEb+EI+ ilb+ EEEEEEEEEEE +ill: EEEEEEEEE +II+il+iEbiEbiEbiEb+ 4
6.3 Ongoing monitoring of requirements .. EEEEEE !E •• • •• • • •• • •• • ZW• •!••• • •• • • •• • •• E. ••••••••••••••••••••••••••••••••••••••••• ••••••••••••••••• 4
6 .4 Key personnel••••••••••••••••••••._ EEEEEE 111•1•••••• EEEEEEEEE Z••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• 4
6.5 Maintaining competence of key personnel............................... ••••••••••••••••••••••••••••••••••••••••••••••• EEEEEE MZEM •Z •M• •• 4
6.5.1 Green I3elts and Lean practitioners............ •••••••••••• EEEEEEE •••••••••••••••••••••••••••••••• •••••••••••• EEEEEE ••••••• EEEEEEEE •• ■ •• 4
6.5.2 Black Belts and Lean leaders,..„...........,..,.... !IMF EEEEEEEEEEE VIFE EEEEEE IEFIEFIIFFIEFIFFIEFIEF+ EEEEEEEEEEEEEEEEEE VE FII F P EEEEEE I E FIE E+ 4
6.5.3 Master Black Belt and Lean expert,............. PIYPIY+ PRI EEEEEEEEE +1I+PIPPIYPIYPIY+11+ PIYPIY +I b+I I+ 5
6 .6 Organization IrIIIPIEFIEFIEFIIIIIIFIIFIEFIII+ PIIPIPP IP EEEEEE +ibliEFiEbiEFIEE+Ei+ + EEEEEEEEEEE YE 141 E+ EEEEEE +E E+i E bi E Fi E Fi E b+E E+ EEEEEEEEEEE I EEEEEEEEEEEE +i . ii . I EEEEEEE E Ei•E E+i . Fi E Fi . Fi . I+ 5
6.7 Maintaining competence of the organization......................... •••••• EEEEEE ••••••••••••••••••••• •••••• •••••••••••••••••• 5

Annex A (normative) Six Sigma.................... ••••••EEEEEEEEE ..• EME • •Z • •• • EME EME •• ••••••• •••••• EEEEEE i••••••••••••••••••• •••••••••••••••••••••• EEEEEE i••••••••••••••••••• 6
4.. I
Annex B ( normaave Lean ............................................................................................................................................................................................21

Annex C (normative) "Lean &I Six Sigma".......... • EME • •• • •• • •• • •• • EE. • • EME EE.

• NI

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BS 150 18404:2015
150 18404:2015(E)

Fo rewo rd
ISO (the International Organization for Standardization) is a worldwide federation ofnational standards
bodies (ISCI member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
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150 collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.

The procedures used to develop this docurnent and those intended for its further maintenance are
described in the ISWIEC Directives, Part 1. In particular the different approval criteria needed for the
different types of 150 documents should be n.oted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.isoiorgidirectives).

Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
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on the ISO list of patent declarations received (see www.iso.orgipatelits).

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For an explanation un the rneaning of ISO specific terms and expressions related tú conformity
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Barriers to Trade (TBT) see the following URL: Foreword - Supplernentary 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 lSO 2015 - All rights reserved

 BS 150 18404:2015
150 18404:2015(E)

Introduction
This International Standard sets out to clarify the required cornpetencies for personnel and
organizations in Six Sigrnan, 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 liad been no universal standard on what constitutes
a I3lack BeIt 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 leve! of
ability of a "Black Belt"? If a supplier says it is deploying Six Sigma or perhaps Lean, how can a customer
he 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 si 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 urnbrella title of "Lean
Six Sigma". Six Sigma and Lean have a commonality of fie]d of application, i.e. process improvement.
Lean focuses on reducing ‘chronic' waste and Six Sigma focuses on reducing the variation and thereby
its ad erre 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 cornpetencies (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 competente, an
amalgamation of education, training, skills and experience necessary to fulfil their roles.

In its preparation, it has been seen tú be helpful tu prepare this International Standard by focusing
on Six Sigma, Lean implernentation and "Lean & Six Sigma" separately and the usen will come across
different Cables dealing with these sublects.

1) Six Sigma is a trade mark of Motorola, Inc.

ISO 2015 - All rights reserved

 135 150 18404:2015
INTERNATIONAL STANDARD 150 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 ofspecific levels ofconwetency
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 anclior an
organization's certificate.

2 Normative references

The following documents, in hole or in part, are norrnatively 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.

150 13053-1, Quantitative methods in process improvement Six Sigma Part 1: DMAIC methodoiogy
ISO 13053-2, Quantitative methods in process improvernent Six Sigma Part 2: Tools and techniques

3 Terma, definitions, and abbreviated tercos

3.1 Tercos and definitions

For the purposes of this document, the following ternas and definitions apply.
3.1.1
appropriate authority
authority identified and justified by an organizador]
Note 1 to entry: This authority can be either interna] or eternal to the organization.

3.2 Abbreviated tercos

SS son, set, shine, standardize, sustain

CT critica' 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

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BS 150 18404:2015
150 18404:2015(E)

PI M polio y deployment matdx

SIPOC supplier-input-process-output-customer

SMED single-minute exchange of die

TIM WOOD transport, inventory, rnotion, waiting, over-processing, overproduction, defects

VOC voice of the customer

\ISM value-stream niap

WIP work in progress

WORMPIT waiting, overproduction, rework, niotion, processing, inventor y, transport

Competency of key personnel in relation to Six Sigma, Lean, and 'lean & Six
sigma"

4.1 Education and training

Six Sigma, Lean, and "Lean SE Six Sigma" personnel shall be competent on the basis of adequate and
appropriate education, training, skills, cornpetencies and experience.

4.2 Skills and competency

4.2.1 Six Sigma

See Annex A.

422 Lean

See Annex B.

42.3 "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 ofprojects, Lean activities,

Adequacy of an organization with regards to its Six Sigma, Lean or <lean Six
Sigma" approach and deployment

5.1 General
Within an organizadon, it will be important to have the role of a champion well-defined as per
ISO 13053-1. A chau ilion facilitates improvement actívales 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.

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 BS 150 18404:2015
ISCI 18404:2015(E)

It is expected that any audit ill 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 parí of the organizationis overall strategy and can be a separate docurnent, 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 & Si x 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 1SO 13053-1), and

c) define, maintain and control appropriate decision-making processes for the Six Sigma, Lean or
«Lean & Si x 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,

maintain the competencies of its personnel at appropriate levels,

d) eva]uate the effectiveness of the actions talen,

e] ensure that its personnel are aware of the relevance and importance of their activities and how
the y contribute tú the achievement of their objectives, and

maintain appropriate records of education, training, skills, competencies and experience.

5.5 Adequacy and continual improvernent of organizational deployment

The orgaffization 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 continua] improvernent,

b) determine the required targets for these metrics,

c] review the achievement against these targets, and

d) review the continuad relevance of the metrics and targets and update as appropriate.

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BS 150 18404:2015
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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) supportthe Six Sigma, Lean or "Lean & Six Sigma" implernentation, i.e. sponsor(s) and or champion(s),

b) cl ello and maintain the Six Sigma, Lean or "Lean & Six Sigma" irnplementation and continually
improve its effectiveness, and
c] achieve their defined objectives.
NOTE These resources can be internal or externa' to the organization.

6.3 Ongoing rnonitoring of requirenients

The organization shall, at regular defined intervals, review and adjust appropriate resources for the Six
Sigma, Lean or "Lean & Six Sigma" measurernent, anal sis and improvement.

6.4 Key personnel

Key personnel shall

a) dernonstrate attainrnent against defined competencies and objectives,
b) actively maintain and enhaiice their skills and competencies, and
c) actively maintain personal records of their training, skills, competencies and experience.

6.5 Maintaining competente of key personnel

6.5.1 Green Belts and Lean practitioners

Green Belts and Lean practitioners shall prepare and produce a portfolio ofevidence of work experience.
These portfolios form the basis of status review and will usually be reviewed ínternally every year by a
Black Belt or Master Black Belt.
Status wilI he 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.
FlIhese portfolios form the basis of status review and will norrnally be
a) reviewed internally every ea r, and

b) reviewed every three years by an appropriate authority.

Status will be renewed subject to satisfactory evidence.

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 BS 150 18404:2015
ISCI 18404:2015(E)

6.5.3 Master Black Belt and Lean expert

Master Black Belt s and Lean experts shall prepare a portfolio of evidence of work experience. These
portfolios forte the oasis 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, measurementi analysis and improvernent
proceses 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 competente of the organization

The cornpetence of an organization is to be reviewed every three years by an appropriate authority.

More frequent interna' reviews are recommended.

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B5150 18404:2015
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Annex
(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 irnprovement 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 improvernent
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 le d, for example, by a Black Belt, andior

2) be required to load 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.

Talle A.1 Six Sigma — Green Belt competencias

lndex Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria ofunderstanding the of applying the of managing the uf training the
competency competency competency competency
1 Organi- Understands Describes the appro- Demonstrates the Not applicable Not applicable
zational the impar- priate identification identification of
benefits tance of using of the organization's benefits on Green Belt
identification quantified local opportunities., the projccts.
1 and prioriti- organizational henefits of rernoving
zatiom benefits or goals concerns and the
to guide project relationship to an
1 selectioni organization's local
business goals ind
how projectiproblern
selection relates to
these goals,
2 Business pro- iinderstands the Describes when and Dernonstrates- the Not applicable Nen applicable
cess improve- use of Six Sigma where Six Sigma j'upad that Six Sigma
ment, to support would be an appro- has hacl on local organ-
organizationa I priate approacb for ization.
strategy. process irnprovement
in the organizativa.
Change Understands Describes interaction Demonstrates partid- Not applicable Not applicable
management. the role oía hetween stakehold- pation in and commu-
Green Belt in ers and tlie change nication of change.
change manage- process in the Green
ment and the Belt's project and the
irnportance of mutual i rriipaet of orle
using a coherent on the other,
appro a ch to
manage change.

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 B5150 18404:2015
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Table (continued)
Index Competeney Performance Suggested evidente Suggested evidence Suggested evidente Suggested el/Menee
eriteria of understanding the oí applying the of managing the of training the
competency competenry competency competency
4 Data Identifying and Describes the differ- Jvidence of imple- Nut applicable Not applicable
acquisition actively seeking erice between qualita. mentation of a plan lo
for analysis, appropriate tive and quantitative acquire appropriate
in forrnation in information and the data.
various forms, benefits of quanti-
ensuring the fying performance.
validity oí such Describe here data
information and might be found, how it
transforming is gathered and what
i ato data which analysis techniques
can be analysed might be used in the
in Compe- Green Belt's project.
tener 22. Describe where or
how validity might
be compromised and
what actions might be
neecled,
5 I Leadership Importance y 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-
ess rnent, irriportánee
of coaching, impor-
tance of mentoring,
personal development
plans.
— _
6 Leadersbip Importance Not applicable Not applicable Not applicable Not applicable
development of leadership
in others. development in
others,
(See also Corn-
petency 201
7 Creativity Understands Describes the diffcr- Evidence of use of di i s Not applicable Not applicable
thínking. the need to ent thínking modes approach during a
apply creative (e.g. creative and project,
thinking analytical).
approaches to
pursue project
objectives,
8 Customer To understand Describes the di [ (‘:-- Demonstrates Hut applicable Not applicable
focus, how and why ent types of customers the application of
to listen to as applied to the customer focus'
the 'voice4cif Green Belt project. approaches. For
the cu st orne r " example, through the
(VOC). correct use oí a 'hi5use
of quality' andlor 'crit-
icad to" (CT) matrix„
9 Decision To recognize the Describes circum- Not applicable Not applicable Not applicable
making and importante 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.
lo Interper- To support To know the factors Demonstrates the Not applicable Not applicable
serial and effective affecti n.g team effec- effective use of com.
tea.m 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 otl)
ers to achieve
objectives,

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B5150 18404:2015
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Table Al
. (continued)
Tindex Cornpetency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria of understanding the of applying the of managing the of training the
cornpetency competency competen cy competency
11 Motivating Understands Knows possible Dernonstrates that Not applicable N ot applicable
others.. why it is impor- motivations such as such approaches have
tant to motivate identifying individual been deployed.
individuals and drivers, creating
teams to pro- shared vision, shared
gress towards goals, understanding
objectives. appropriate incentives
and consequences.
12 Numeracy. To be profi- Describes the Demonstrates a serse Not applicable Not applicable
cient in the neressity to have of the size of order of
interpretation proficiency with rnagnitude and the
of nurnbers in numerical information sound basis of these.
the Green Belt t{} undcrtakc a Green
project, Belt project. To calculate acClirately
a range of calculations.
To recognize when it
is appropriate to use a
computer, and be ahle
to do so effectively.
To dernonstrate that
calculated results are
reasonable,
To dernonstrate
interpolations and pre-
dictions from the data
in projects, e.g. graphs,
cliagrams, charts and
tables.
13 Practica] The ability To describe appropri- To demonstrate the Not applicable ot applicable
problem to differenti- ate processes used appropriate use of
solving ate between to address different DMAIC and other
(opportunity di fferent types types of problems, problem solving rneth-
realization). of prohlerns/ ods, qualifying the
opportunities Describes where thi s selection.
and choose is appropriate.
appropriate To participate in
approaches to process improvements
address them. having found the prin-
For example, cipal root cause.
acute/chronic To dernonstrate the
or special successful application
couse/commoil of o va.riety oí' practica.'
cause. root-cause identi fi-
To u ndersta n d ration and sorting
how to a.pply techniques (e.g. the
root cause anal live 'whys", Pareto
ysis technique,; charts, fault tree anal-
to identify ysis, cause and effect
causal factors diagranisJ.
for process
irnprovernent.
The ability to Describes solut ion Demonstrates use Not applicable Not applicable
put forward generation process of appropriate tech-
pote-ntial sol u- used aud hoy': propos- niques to generate
tions and select als address the root solution(s) to identi-
arad verify the.. causes identified. ficó root cause(s), thcn
most appropri- sort, select and verify.
atei Describes process
used to establish the
criterio for selection.
Describes the verifi-
cation process for the
chosen solution(s).

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 B5150 18404:2015
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Table (continued)
Index Competeney Performance Suggested evidente Suggested evidence Suggested evidente Suggested el/Menee
eriteria ofunderstanding the oí applying the of managing the of training the
competency competency competency competency
To be able to Describes how to llemonstrates use Nut applicable Not applicable
implement check that the chosen of appropriate
solution(s) and solution will work in techniques to check
ve r i fy benefit(s) practice (e.g.trials, solution(s) will work
delivered. pi lot, experinientation in practice, then
etc.). implement and vcrify
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 Understancis Describes effective Demonstrates the Not applicable Not applicable
and report- the importance ways tu structure planning and delivery
ing skills, of cornmunicat. presentations and of presentations, for-
ing effectively. reports, mal or informal, and
preparation of reports.
15 Process Unclerstands To describe the pro- Demonstrates the Not applicable Not applicable
thinking the proceses cases á ndlor systems application ofáppro-
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 ma.n- Managing a Describes what con- To have d.emonstrated Not applicable Not applicable
agernent. finito-time stitutes good projeci Llic cffective marine-
improvement management skills. ment ofa Six Sigma
activity w ith a Green Belt project.
defined group of
people
17 Risk analysis. To understar d' 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
TÚ have demonstrated
Green Belt project.
how to quantify and
prioritize risk.
18 Self-review To be able to To describe own To have dernonstrated Not applicable Not applicable
and develop- understand own strengths and plans self-review and suita-
ment, strengths and for self-development ble actions taken,
arcas requiring
development.
19 Six Sigma To understand Describes the use and To have demonstratcd Not applicable No t 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 I
to 150 13053-1 a Green Belt project,
for appropri-
ate Green Belt
leven,
20 Stakehold.er To have Describes types of Nen applicable Not applicable Not applicable
management, knowledge DI stakeholder and
stakeholder appropriate tech-
management. 'ligues for sta kehold er
ma nagement.

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B5150 18404:2015
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Table Al
. (continued)
findex Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria ofunderstanding the of applying the of managing the of training the
competency competency competency competency
21 Statistical To understand Describes the appro- To dernonstrate the Not applicable Not applicable
concepts, statistical priate application of appropriate applica-
concepts and statistical concepts in tion of statistical con-
rnethods and á Green Reit project. cepts in a Green Belt
use appropri- project, for example,
ately (rcfer tú sarnple selection, sarn-
[SO 13053-1 ple size deterrnination,
for appropri- confidence leve',
ate Green B e I
leven.
22 Statistical To have Describes the use To dernonstrate Not applicable Not applicable
software use. knowledge of and strengths of one proficiency in at least
the application, software package one currently-availa- Ver curso de Gerencia de
capabilities which runs statistical ble software package Operaciones y bajar el software
POM y el OM Explorer for KRM9
and limitations analysis, including any which runs statistical
of at least one lirnitations. analysis„ including the
statistical soft- sense-checking and
, ware tool and presentation of analy-
I situations when sis results,
it is appropriate
to use it.
23 Sustaina- To understand .Describes the impar- To dernonstrate steps Not applicable Not applicable
bility and the concept of tance of sustainabil- taken to ensure per-
control. control in a Six Ity of irnplernented forma rice of improved
Sigma project. solution, process is sustalned
over time.

A. Black Belt
The Black Belt is expected to del ver the agreed benefits of a Six Sigma project to the organizador', 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 project s or facilitate Green Belt projects using the DMAIC methodology,
ci) train, coach and mentor Creen Belts ora DMAIC methodology and associated process improvement
techniques, and

e) to participate i n all 1gatelreviews directlythrough prepared presentations ofthe work accomplished

to-date with an ernphasis on the accomplishrnents in the phase being reviewed.

10 © 1SO 2015 - All rights reserved

 BS 150 18404:2015
Mi 18404:2015(E)

Tahle A. Six Sigma - Mack Belt competencias

Index Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria oí understanding the of applying the of rnanaging the oftraining the
competency competency competency competency

1 Organiza- Identification of Describes the apprc.}- Demonstrates that Evidence of review Not app]icable
tunal benefits the importance priate identificador] 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 tu organizational goals
zation. dona' benefits benefits of removing objectives. as appropriate.
orgoa]s to concerns and the rela-
guicle project tionship to an organi- Demonstration of
selection, zation's business goals o reet seleetion and
c-r- -
and hez projectiproh- use of prioritization
Selection lern selection relates techniques such as the
and use of an to these go als. following: prior itiza-
appropriate tion matrices., mul-
prioritization Describes appropri- ti-voting techniques,
approach, ate prioritization strategy gricls,
approaehes and tech-
niques and their use.
2 Business pro- Appropriate Describes the origins Demonstration of the Not applicable !slot applicable
cess improve- use of Six Sigma of Six Sigma. impact that Six Sigma
ment, to support has had. un organiza-
organizational Describes and Lían.
strategy where Six Sigma
would be an appro-
priate approach for
process improvement.

3 Change Irnporta.nce uf Describes interaction Demonstration of Evidence of review Not applicable

management. using a cohen 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
mera, of une on the other. approach to progress
cha ngc.

4 Leadership Importa nce Describes leadership Dernonstrates Not applicable Not applicable
developrnent of developing developrnent includ- identification of any
in self leadership ing the following, as gaps in required
s-li ills in self. appropriate: self-as- own r ornpetencies to
sessment, importarice progress change and
of coarhing, impor- suggestions made for
tance of mentoring, appropriate action.
personal development
plans.

5 Leadership importante Describes leadership Demonstrates identi- Not applicable Mut applicable
lleve' op rnent of leadership developrnent in others fication of any gaps in
in others. development in including as appro - required competendes
others. priate: 2sseSSment, tu progress change, in
coacliing, mentoring, individuals, teams or
(See also Com- development plans. in organizaban, and
petency 20). suggestions made for
appropriate action.
6 Data acqui- ldentifying and Describes where The demonstration Critica' analysis of Not applicable
sition for actively seeking data rnight be ora plan tu acquire existing data streams
analysis. appropriate found and possible appropriate data, the and suggestions of
information in formats (structured ved fica.tion and vali- possible improve-
various forms, and 1,1 ristructured). dation uf such data, the monis.
ensuring the Describes how to manipulation of data
val id ity of such verify and va I idate into the appropriate
information and information and forrnat to satisfy pro-
transforming manipulate data into ject objectives,
into data which appropriate formats.
can be analysed
in Competency
22.
7 Creativity To a.pply crea- Describes the differ- Evidenee of use of this Critica' analysi s of Net applicable
thinking, tive thinking ent thinking modes approach duririg the suitability of chosen
approaches (e.g. creative and project. approach,
tú define and analytical, divergent/
pursue project convergent] and
objectives. suggest appropriate
techniques to support
creativo thinking.

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BS 150 18404:2015
150 18404:2015(E)

Table A.2 (continued)

Cornpetency Performance Suggested evidente Suggested evidence Suggested evidence Suggested evidence
eriteria of understanding the of applying the of managing the of training the
competency competency competency competency
Customer To understand Describes the Demonstration of Rey ews effectiveness Not applicable
focus. how and syhy differen.t types of the application of of solutions to address
to listen to customers. 'customer focu.s' customer's needs.
and capture approaches. For
the "volee of To understand the link example, through the
the custornorr between the VOC and correct use uf the Kano
(VOC). the requirements of modell. and 'house of
other stakeholders, quality' and/0r "criti-
e.g. operations and cal to' (CT) matrices.
management,
Decision Te recognize Describes circum- Demonstration of the Review of effective- Not applicable
ma.king and the importaree stances where appropriate usage of ness of decision rnak-
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 orgroupj.
sion-takers, diese decisions.
Interpersonal Tu support To describe the factors Demonstration that Review of effective- Not applicable
and team efíective inter- affecting team effec- the Block Belt has ness of actions.
leadership action with tivoriess, including tudied their team
skills, otliers including factors sud] as leader- from the viewpoint
stako holders. ship style, team roles, of the interpersonal
personality types. skills deployed, taken
To work effec- appropriate action
tively with otli- and demonstrated a
ers to achieve positive effect.
objectives.
Motivating Unclersta ncls Describes posible Demonstration of how Review of suc- Not applicáhle
otliers. how to rnotivate 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 sharedvisien, shared
ohjectives.. vals, understanding
appropriate incentives
and consequences.
■ •■

1 • Numeracy To be proficient Describes the A demonstration of To demonstrate that Not applicable

in interpre- necessity to have the sens of the sine they have assessed
tation and proficiency with of: order of magnitude numeracy skills in Six
rnanipulation of numerical information and the round basis of Sigma projects, identi-
nurnbers. to underta.ke a Six these. fied gaps and ensured
Sigma project, these are addressed
Tú calculate accu rately approprlately.
a range of calculations,
To recognize when it
is appropriate te use a
computer and be able
ro do so effectively.
To demonstrate that
calculated results are
reasonable.
To demonstrate
interpolattons and pre-
dictions from the data
in projects, e.g. graphs,
diagrams, chárts and.
rabies.

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 B5150 18404:2015
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Table A.2 (continued)

In dex Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
eniteria of understanding the oí applying the of managing the of training the
competency competency competency competency
13 13ractical The ability To describe appropri- To dernonstrate the To• review effective- Not applicable
problern to differenti• ate processes used appropriate use of ness of problern-solv
solving ate between to address different DMAIC and other ing within project
(apportunity differenttypes types of prohlems. probl cm s-olving meth- itearn(s),
realization). of problems/ ods, qualifying the
opportunities Describes where this selection..
and choose is appropriate.
appropriate 'ro complete procesa
approaches tu improvements having
address diem, found the principal
root cause and evalu-
For example., ates the costs associ-
acute/chronic, aterí wir1- implementa- 1

or special tion compared to the

cause/cornil-ion costs of the problem
cause. itself.
To understand To demonstrate the
how and whcn successful choice and
to apply root application ofvarious
cause analysiR practical root-cause
techniques to identification and sort-
identify causal ing techniques (e.g1
factors for pro- the fiare (whysr, Pareto
cess improve- charts, fault Cree anal- I
ment, }sis, cause and effect
diagrarns).
The ability to Describes solution Demonstrates 11. S e Demonstration uf Not applicable
put forward generation process of appropriate tech- review and check of
potential solo- used and how propos- niques to generate solution generation
tions and select als address the root solution(s) to identi- and selectiva process,
and verify the causes identi field. Med root cause(s), then
most appropri- sort, select and verify.
ate. Describes process
used to establish the
criteria for selection.
Describes the verifi-
cation process for the
chosen solution(s).
To be afile 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 implornenta-
verify benefit(s) practice (e.g. trials, the solution(s) will don and verification
delivered. pilot, experimenta- work in practice, then process.
don, etc.). irnplernent and verify
benefitachieved.
Describes how to
implernent the chosen
solution in practice,
Describes how
to check that the
implementation has
addressed the root
cause and deliverecl
benefit.
14 Presentation The importance Describes effective To have demonstratcd To have measured the Not applicable
and reporting of com.municat- was to structure the planning and effectiveness of these
skills. ing effectively presentations and delivery of presenta- presentations and
to stakehold- reports to meet tions and reports to reports.
ers thruuL,l1 requircd purposes different audiences.
presentatio: Ls with the expected
and reports in audience.
arder tu drive
the achieve-
ment of projecL
objectives.

ISO 2015 - Al l rights reserved 13

BS 150 18404:2015
150 18404:2015(E)

Table A.2 (continued)

ilndex Competency Performa.nre Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria ofunderstanding the of applying the of managing the of training the
competency competency competency competency
,
15 Process think- The need to To describe the pro- }vidente of using Evidence of reviewing Not applicable
ing skills. define the scope cesses and for systems process thinking tech- use of process analysis
and ownership in which the 'Mack niques such as SIPOC. techniques.
a a process. Belt andior Riad( Belt
project operates, Todescribe how skills
Planning and gaps in process man-
managing To describe what con- agernent may inipact
available stitutcs good process process performance:.
resources and management skills.
process activity
in support of
objectives using
measurement
to achieve out-
comes.
1.. Project aman- Managing a Describes what con- To llave demonstrated To have reviewed and Not applicable
agernent. -
finite time stitutes good project the effective manage- mana.ged delivery of
improvernent management skills, ment ola Six Sigma key project rnetrics
activity with a project. such as time cost and
defined group resource,
of people.
Coordinating
their activities
to nieet the
phase and
overall require-
ments..
17 Risk analysis To understand Describes what is To llave demonstrated To have demonstratN . Not applicable
and manage- the concept of meant by risk and how the iclentification. of how risk has peen
ment. risk and how risks are evaluated risk„ managed.
to manage it and prioritized.
in relationship To have demonstrated
to a Six Sigma. Expiains how risks how to quantify and
project. should be proactively prioritize risk, e.g.
nianaged in pursuit of through use of FM EA.
project objectives,
]'.› Self-review To be able to To describe own To have dernonstrated Not applicabie ,Not applicable
and develop- understand strengtbs and plans self-review and suita-
ment, own strengths for self-clevelopment lile actions taken,
and creas
requiring devel-
opment.
•1' : Six Sigma To understand Describes the use and To have demonstrated To review the use oí Not applicable
tools. the application application of these the correct selection suitable techniques.
of Six Sigma techniques, and application of
tools and tech- a.ppropriate Six Sigma
niques (refer to tools and techniques in
150 i3053-2]. previous projects.
1 —
•I Stakehoider To liave Describes types of To have demonstrated Not applicable Not applicable
management, knowledge of stakeholder and proactive and con-
stakeholder appropriate tech- tinual assessinent of
management niques for stakeholder stakeholders' status in
techniques in management. pursuit of operational
pursuit of oper- goals.
a tional goals.
'• Statistical To understand Describes catego- To demonstrate the Review the use of sta- Not applicable
techniques. statistical ries of statistical a.ppropriate applica- tistical techniques in
techniques and techniques for process tion of statistical tech- process improvement.
methods and irnprovernent such niques and methods in
use appropri- as the following: process irnprovement.
ately. descriptive statistics,
inferential statistics,
exploratory data anal-
ysis (EDA).

14 lSO 2015 - All rights reserved