![]() ![]() Green belts are knowledgeable on all phases of the DMAIC framework. They’re considered to be the worker bees of a Six Sigma project because they do most of the data collection and analysis work. Six Sigma green belts are usually at the manager level and report to Six Sigma black belts. ![]() Yellow belts are responsible for reviewing process improvements in support of a Six Sigma project.Ĭertification: To obtain a Yellow Belt certification, you must pass a 60 question exam. They understand the basics of Six Sigma, including the first three phases of the DMAIC framework: define, measure, and analyze. Yellow belts are Six Sigma team members who report to green belts. The yellow belt is the first level of Six Sigma certification. However, some universities and companies do offer this level of certification. Often, white belts are called upon to support an overall Six Sigma project but aren’t actually on the Six Sigma team.Ĭertification: Neither of the widely recognized Six Sigma certifying organizations, the International Association for Six Sigma Certification (IASSC) or the American Society for Quality (ASQ), offer a Six Sigma white belt certification. They’re responsible for connecting with the next highest belt (green belts) to solve specific problems at a local level. Six Sigma white belts are engaged at the first level of the Six Sigma process and have a basic understanding of Six Sigma concepts. These roles are identified by a hierarchical belt structure with darker belts representing roles that require more experience and training: white belt, yellow belt, green belt, black belt, and master black belt. Six Sigma projects are managed by individuals with specific titles, roles, training, and certifications. Using statistical analysis, Six Sigma teams work to fix processes so they’re 99.997% defect-free, which translates to only 3.4 defects per million. Today, companies in almost every industry use Six Sigma to improve their operations, bottom-lines, and customer satisfaction.Īll Six Sigma projects are managed using a set of tools and techniques across five phases known as the DMAIC framework: define, measure, analyze, improve, and control. By the 1990s, a long list of Fortune 500 companies had adopted Six Sigma in an effort to increase quality (and profits) by eliminating defects, service failures, and waste. Six Sigma is a business improvement methodology that was first used in the 1980s by companies like Motorola and Honeywell.
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