Certified Six Sigma Green Belt CSSGB
Professional Certification from American Society for Quality
(ASQ) is considered a mark of quality excellence in many industries. It helps you advance your
career, and boosts your organization’s bottom line through your mastery of quality skills.
Becoming certified as a Six Sigma Green Belt
confirms your commitment to quality and the positive impact it will have
on your organization.
Six Sigma is a fact-based, data-driven philosophy of quality improvement that
values defect prevention over defect detection. It drives customer satisfaction and bottom-line
results by reducing variation and waste, thereby promoting a competitive advantage. It applies
anywhere variation and waste exist, and every employee should be involved.
In simple terms, Six Sigma quality performance means no more than 3.4 defects per million
Several different definitions have been proposed for Six Sigma, but they all share some common
Use of teams that are assigned well-defined projects that have direct impact
on the organization's bottom line.
Training in "statistical thinking" at all levels and providing key people with extensive training
in advanced statistics and project management. These key people are designated black and green
Emphasis on the DMAIC approach (define, measure, analyze, improve and control) to problem
A management environment that supports these initiatives as a business
Differing opinions on the definition of Six
Six Sigma is a philosophy— This perspective
views all work as processes that can be defined, measured, analyzed, improved and controlled.
Processes require inputs (x) and produce outputs (y). If you control the inputs, you will control
the outputs: This is generally expressed as y = f(x).
Six Sigma is a set of tools— The Six Sigma
expert uses qualitative and quantitative techniques to drive process improvement. A few such tools
include statistical process control (SPC), control charts, failure mode and effects analysis and
Six Sigma is a
methodology— This view of Six Sigma recognizes the
underlying and rigorous approach known as DMAIC (define, measure, analyze, improve and
control). DMAIC defines the steps a Six Sigma practitioner is expected to follow, starting
with identifying the problem and ending with the implementation of long-lasting solutions.
While DMAIC is not the only Six Sigma methodology in use, it is certainly the most widely
adopted and recognized.
- - - - - - - - - - - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - -
The ASQ Six Sigma Green
Belt operates in support or under the supervision of a Six
Sigma Black Belt, analyzes and solves quality problems, and is involved in quality improvement
projects. A Green Belt has at least three years of work experience and wants to demonstrate his
or her knowledge of Six Sigma tools and processes.
In general, Six Sigma professionals exist at every level – each with a different role to play.
While implementations and roles may vary, here is a basic guide to who does what.
At the project level, there are black belts, master black belts, green belts, yellow belts and
white belts. These people conduct projects and implement improvements.
Belt: Trains and coaches Black Belts and Green Belts.
Functions more at the Six Sigma program level by developing key metrics and the strategic
direction. Acts as an organization’s Six Sigma technologist and internal
Black Belt: Leads problem-solving projects. Trains and coaches project
Assists with data collection and analysis for Black Belt projects. Leads Green Belt projects or
Yellow Belt: Participates as a project team member. Reviews process improvements that support the
White Belt: Can work on local problem-solving teams that support overall projects, but may not be
part of a Six Sigma project team. Understands basic Six Sigma concepts from an awareness
Every project needs organizational support. Six Sigma executives and
champions set the direction for selecting and deploying projects. They ensure, at a high level,
that projects succeed, add value and fit within the organizational plan.
Champions: Translate the company’s vision, mission, goals and metrics to create an organizational
deployment plan and identify individual projects. Identify resources and remove
Executives: Provide overall alignment by establishing the strategic focus of the Six Sigma program
within the context of the organization’s culture and vision.