BS ISO 18404:2015 C BSI Standards Publication Quantitative methods in process improvement — Six Sigma — Competencies for key personnel and their organizations in relation to Six Sigma and Lean implementation e bsi. ..making excellence a habit?BS ISO 18404:2015 BRITISH STANDARD: National foreword This British Standard is the UK implementation of ISO 18404:2015. The UK participation in its preparation was entrusted to Technical Committee Ms/6, Methodologies for business process improvement using statistical methods. A list of organizations represented on this committee can be obtained on request to its secretary. This publication does not purport to include all the necessary provisions of a contract. Users are responsible for its correct application. © The British Standards Institution 2015. Published by 8S! Standards Limited 2015 ISBN 978 0 580 81206 4 ICS 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 Committee on 30 November 2015. Amendments/corrigenda issued since publication Date Text affectedBS ISO 18404:2015 INTERNATIONAL Iso STANDARD 18404 mete 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 'amélioration des processus — Six Sigma — Compétences pour le personnel clé et leur organisation en relation avec Ia mise en ceuvre du Six Sigma et du Lean Reference number ISO 18404:2015(E) © 180 2015BS ISO 18404:2015 1SO 18404:2015(E) A COPYRIGHT PROTECTED DOCUMENT © 150 2015, Published in Switzerland All rights reserved. Unless otherwise specified, no part ofthis publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, ineluding photocopying, or posting on the internet or an intranet, without prior ‘written permission, Permission can be requested from either ISO at the address below or ISO's member body in the country of the requester. 10 copyright office Ch. de Blandonnet 8 » CP 401 CH-1214 Vernier, Geneva, Switzerland ‘Tel. +41 22 74901 11 Fax +4122 749 09 47 [email protected], wwwiso.org, ii © 150 2015 ~ All rights reservedBS ISO 18404:2015 ISO 18404:2015(E) Contents Page Foreword iv Introduction. v 1 Scope, 1 2 Normative references 1 3 Terms, definitions, and abbreviated terms. 1 31 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 42 Skills and competency. 2 4.21 — Six Sigma 2 4.2.2 Lean. 2 4.2.3 “Lean & Six Sigma” 2 43 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 65 Maintaining competence of key personnel 4 6.5.1 Green Belts and Lean practitioners 4 65.2 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 © 150 2015 All rights reserved ifBS ISO 18404:2015 1SO 18404:2015(E) Foreword 1S0 (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO 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 committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of ‘The procedures used to develop this document and those intended for its further maintenance are 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 patent rights, ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see www.iso.org/patents). Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement. For an explanation on the meaning of ISO specific terms and expressions related to conformity 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 IS0/TC 69, Applications of statistical methods, Subcommittee SC 7, Applications of statistical and related techniques for the implementation of Six Sigma. iv © 150 2015 ~ All rights reservedBS ISO 18404:2015 ISO 18404:2015(E) Introduction This International Standard sets out to clarify the required competencies for personnel and 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. © 150 2015 All rights reserved vBS ISO 18404:2015BS ISO 18404:2015 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 130! , 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. 341 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 cr critical to DOWNTIME defects, overproduction, waiting, non-utilization of talent, transport, inventory, motion, extra-processing EDA exploratory data analysis, HOQ house of quality OBE overall equipment effectiveness PDCA plan, do, check, act © 150 2015 All rights reserved 1BS ISO 18404:2015, 1SO 18404:2015(E) PDM policy deployment matrix SIPOC supplier-input-process-output-customer SMED single-minute exchange of die TIMWOOD 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 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. 4.23 “Lean & Six Sigma” See Annex. 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 —_Asuccessfully 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 1SO 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 © 150 2015 ~ All rights reservedBS ISO 18404:2015 ISO 18404:2015(E) 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” arc 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 ©) 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, ©) 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) maintai 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, review the achievement against these targets, and ) review the continued relevance of the metrics and targets and update as appropriate, © 150 2015 All rights reserved 3BS ISO 18404:2015, ISO 18404:2015(E) 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” implementation, i.e. sponsor(s) and/or champion(s), 1) deploy and maintain the Six Sigma, Lean or “Lean & Six Sigma’ implementation and continually improve its effectiveness, and ) 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, r igma, Lean or “Lean & Six Sigma” measurement, analys jew and adjust appropriate resources for the Six 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 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 © 150 2015 ~ All rights reservedBS ISO 18404:2015 ISO 18404:2015(E) 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 )_ 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. © 150 2015 All rights reserved 5BS ISO 18404:2015, ISO 18404:2015(E) 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 ©) possibly coach process operators (Yellow Belts) on process improvement methods and activi Table A.1 — Six Sigma — Green Belt competencies index |Competency [Performance |Suggested evidence Jsuggestedevidence Suggested evidence [Suggested evidence criteria ofunderstanding the /ofapplyingthe —jofmanagingthe —_oftraining the competency ‘competency competency [competency 1 [Organ [Understands |Describesthe appro- [Demonstratesthe _[Notapplicable Not applicable ational |heimpor- priate identification identification of| benefits |tance of using |ofche organization's |benefits on Green Belt identification | quantified local opportunities, the [projects fond priort- [organizational |benefts of removing. ation benefits or goals |eoncerns and the to guide project [relationship toan selection, organization's local business goals and how project/problem selection relates to these goals, 2 [Business pro-|Understandsthe Deseribes when and [Demonstrates the | Notapplicable Not applicable cess imprave-|use ofSix Sigma |whereSix Sigma |impact that Six Sigma ent. osupport [would bean ppro- has had on local organ organizational |priateapproach for _ [ization strateny. Process improvement Inthe organization 3 [ehange [Understands [Describes interaction [Demonstrates partici. | Not applicable Not applicable management, |therole ofa | between stakehold- [pation in and commu: GreenBeltin Jersand the change {nication of ehange. change manage- [process inthe Green mentand the. [Belts projectand the portance of | mutual impact of one using coherent onthe other. approach to manage change. 6 © 150 2015 ~ All rights reservedTable A.1 (continued) BS ISO 18404:2015 ISO 18404:2015(E) index [Competency [Performance [Suggested evidence Suggested evidence Suggested evidence [Suggested evidence leriteria ofunderstanding the |ofapplyingthe —|ofmanagingthe | oftraining the competency [competency competency competency 4 [Data dentityingand [Describes the diffe [Evidence ofimple- [Not applicable Not applicable acquisition actively seeking |ence between qualita- [mentation ofa plan to foranalysis, Jappropriate |tiveand quantitative acquire appropriate information in |intormation andthe [usta variousforms, [benefits of quant lnsuringehe [fying performance validity ofsueh,|Deseribe where data information and |might be found, hove i transforming» |isgatheredand what nto data which | analysis techniques can be analysed |might be used in the in Compe Green Bel’ project, teney 22, Describe where or how validity might be compromised and what actions might be needed. 5 [Leadership [importance |Deseribes leadership |Not applicable Not applicable Not applicable evelopment [ofdeveloping | development includ Insel leadership skis |ingthe following, as Insel. appropriate: sel Sessment, importance lofcoaching, Impor- tance of mentoring, personal development plans. 6 [Leadership [Importance |Notapplicable Not applicable Not applicable Not applicable development [ofleadership Inothers. |development in others [See also Com- petency 20) 7 ereativity Understands [Describes the differ-_ [Evidence of use of this [Not applicable Not applicable thinking. —|theneedtojentthinkiagmodes approach during a lapply creative |(ep reativeand | project. thinking analytical. approaches to pursue project objectives. 8 [customer [Tounderstand [Describes the diffe [Demonstrates Not applicable Not applicable focus how and why |enttypes ofcustomers|the application af tolistento —|asappliedtothe 'eustomer focus? the'voiceot [Green Belt project. approaches. For the customer" example, through the (voc). eorrect use ofa house of quality’ and/or ‘eri cal to (Cr) matrix 9 |Decision | Torecognize the Describes circum- _|Notapplicable Not applicable Not applicable makingand importance of |stances where taking. |decision-taking |decision-takingis [and identity the {required ina Green ecision-takers, [Belt project and the responsibility for these decislons. 10 Jisterper —|Tosupport _|Tolmnowthefactors [Demonstrates the [Not applicable Not applicable sonaland effective affecting teamefee. [effective use ofcom- ‘eam leader- [interaction with |tiveness, including munication techniques shipskills. [others including |factors such as leader. [ina Green Bolt project. stake holders, To work etfe ively with oth ers oanchieve abjectives. ship style, eam roles, personality types, © 150 2015 All rights reservedBS ISO 18404:2015, ISO 18404:2015(E) Table A.1 (continued) Index |Competency [Performance |Suggested evidence ]Suggested evidence Suggested evidence [Suggested evidence criteria ofunderstandingthe |ofapplyingthe —jofmanagingthe of trainingthe competency ‘competency competency [competency 11 [Motivating [Understands [Knows possible |Demonstratesthat [Not applicable Not applicable thers. |whyitisimpor- {motivations suchas [such approaches have ant to motivate [identifying individual been deployed, Individualsand |drivers, creating Keamstopro- [shared vision, shared ress towards |goals, understanding objectives. [appropriate incentives| nd consequences, 12 |Numeracy. Tobe profi- [Deseribesthe [Demonstratesa.sense | Not applicable Not applicable ientinthe _|necessitytohave ofthe sizeof order of sterpretation [proficiency with |magnitude and the fofnumbers in |mumerial information sound basis of these, the Green elt |toundertakea Green == eae Tocaleulate accurately Ja range of calculations, to recognize when it is appropriate tousea \computer, and be able Io doso effectively. To demonstrate that calculated results are reasonable, ‘To demonstrate interpolations and pre laetions from the data in projects, e-. grap. ldlagrams, charts and. tables 13 [Practical | Theability [Todescribe appropri [To demonstrate the [Not applicable Not applicable problem |todifferenti- ate processes used [appropriate use of solving |ateberween |roaddressdifferent_ [DMAICand other (opportunity {different types |types of problems. |problem solving meth: Fealization). lof problems) |e verethis (ods auliving he opportunities selection, Shuchoose | 5aPpropriate appropriate are process improvements adres thers, having found the prin cipal root cause. scutm/eerale |To demonstrate the pasperial |successful application [eause/common |of a variety of practical cause |root-cause identifi oom Ieee te ‘causal factors [diagrams), putforward —|generation process. |of appropriate tech [potential solu- |used and how propos: |nigues to generate ons and select |alsaddress the root — | solution(s) to ident \dverify the |eausesidentiied, {fied root eause(s) then mostapnronrk: | pe cinesprocese |S" select and very. used to establish the criteria for selection. Deseribes the veri cation process forthe ‘chosen solton() 8 © 150 2015 ~ All rights reservedTable A.1 (continued) BS ISO 18404:2015 ISO 18404:2015(E) index [Competency [Performance |Suggested evidence |Suggestedevidence |Suggested evidence |Suggested evidence criteria ofunderstandingthe |ofappiyingthe|ofmanagingthe —|oftraining the competency [competency competency competency FTobeabieto —[Describestowto [Demonstrates use | Notapplicable Not applicable implement eheckthat the chosen of appropriate solution(s) and_ solution will workin’ fteciniques to check verity beneti(s) [practice (eg. trials, | solution(s) wilwork delivered. pilot, experimentation [in practice, then tc) implement and verify Desribeshow to /Penefitachieved mplementthe chosen solution in practice. Describes how to heck implementation hasaddressed the roo cause and delivered benefit 14 [Presentation [Understands [Describesettective [Demonstratesthe [Not applicable Not applicable andreport-|theimportance |waystostructure— [planningand delivery ingskitls, Jofeommunieat- |presentationsand oi presentation, for Ingetfectively. [reports nal or informal, and Preparation of reports, 15 [Process [Understands |Todeseribe the pro- [Demonstratesthe [Not applicable Not applicable thinking theprocesses cesses andor systems [application of appro: skills Jand/orsystems |inwhichthe Green |prlate process toolsy invhich the [Belt project operates. [techniques such as Green elt —_|andtheimpaecsthe_ {SIPOC,tlow charts. project operates |project may have land the impacts the project may have 16 [Projectman- [Managinga [Describes whatcon- [Tohave demonstrated |Not applicable Not applicable agement. [finitetime | stitutes good project_|the effective manage- Improvement |management skills, mencofa six Sigma activity with a Green Bett project. detined group of people 17 |Riskanalysis [To understand [Describes whatis [Tohave demonstrated |Notapplicable Not applicable the concepe_|meantby risk and how the identification of pfriskinaSix [Psksareevahated sk Sigma projec. |and prioritized ina rasa Belt project, |Tohave demonstrated jiaaniemacan howto quantify and priovitize risk, 18 [Selfreview [Tobeabieto |Todescribe own [Tohave demonstrated |Not applicable Not applicable {and develop- understand own) strengthsand plans self-review and suita ment, Sstrengthsand [for selédevelopment, [ble actions taken, areas requiring development. 19 |SixSigma [Tounderstand [Describes the useand [Tohave demonstrated |Not applicable Not applicable tools, the application |application ofthese |the carrect selection ofSie Sigma [techniques and application of tos and tec appropriate Six Sigma niques (reer tools and techniques in {0150 130534 a Green Belt project for appropri ate Green Belt evel. 20 [Stakeholder [Tohave Describes types ot [Not applicable Not applicable Not applicable ‘management. knowledge of _| stakeholder and stakeholder appropriate tech management, — niques for stakeholder management. © 150 2015 All rights reservedBS ISO 18404:2015, ISO 18404:2015(E) Table A.1 (continued) Index |Competency [Performance |Suggested evidence ]Suggested evidence Suggested evidence [Suggested evidence criteria ofunderstandingthe |ofapplyingthe —jofmanagingthe of trainingthe competency ‘competency competency [competency 2 [statistical [Tounderstand [Describesthe appro- [To demonstrate the | Notapplicable Not applicable feancepts. statistical |priateapplication of appropriate applica conceptsand [statistical concepts in |tion of statistial eon- methods and [a Green Beltproject. |ceptsina Green Belt use appropri project, for example, ately (refer to |sample selection, sam- 180 13053-1 plesize determination, for appropri- (confidence level ate Green Belt level) 22. |statistiesl [Tohave Describestheuse [To demonstrate Not applicable Not applicable softwareuse.|knowledge of and strengths of one |proficiency inat least the application, |software package onecurrently-availa- [capabilities [which runs statistical |ble software package fand limitations analysis, including any which runs statistical fofatleast one limitations [analysis including the Statistical sot [sense-checking and ‘ware tooland [presentation of analy- situations when sis results, usapproprate 23 |sustaina- —|Tounderstand |Describesthempor- [To demonstrate steps. | Not applicable Not applicable Dilicyand — |eheconcept of |rance ofsustainabil-_ [taken to ensure per- control |eontrolinaSix |ityofimplemented —_|formance ofimmproved Sigma project. |solution [process is sustained A2 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, ©) lead improvement projects or facilitate Green Belt projects using the DMAIC methodology, 4) train, coach and mentor Green Belts on DMAIC methodology and associated process improvement techniques, and e) toparticipate 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 © 150 2015 ~ All rights reservedBS ISO 18404:2015 ISO 18404:2015(E) Table A.2 — Six Sigma - Black Belt competencies index] competsncy [Pertormance |Suggestedevidonce [Suggested evidence Suggzvedevidence Suggested evidence Crteria"* ofthaerstandingthe|otappiingthe lottanaging the attaining the competency [eompeteny competsncy competency 1 [Orzonizz_ |ideniicationaf [Describestheappra- [Demonstrates that [Evidence of review | Not applicable ee Sacer (te erent ies aerate | Seen | ore cane Iienteton [ttt quart |thcorganteten’s|pejectstogrcement| beets aed Eokeges sae cagees eg | Sear asic | kes aca | esos eo rian oma Rents eectincttrtag [torsos eee rgeasta eocernsandtherela igulde project |tionshiptoan organi- [Demonstration of faeedon"™ let anes eet seein an scecrion __Jandewpreleey rab cy such asthe Sedasctan Pegler ie one Soe eae ead Prlostsaton |Deseribesapprop-fecvotingtechngues, ppresch, |atepriontion |steaegs ans prochos osc aves ana tele 2 asinesspro- [Appropriate |Deseribesthe origins [Demonstration ofthe [Notapplzabie | Not applicable cess improve use of Six Sigma [of Six Sigma, impact that Six Sigma inane fosupport |v ee een apa [bastadon orgies ergot atlnal ton eeenzstionsl ere sic Sema frou bean ppeo- priate approach fr roves improvement 3 |euange importance of |Deseribes teraction [Demonstration of [Evidence ofreview _ |Notappieable management. |usagacoker- [betwoen stakchoiers|trettesteation of ofGreen elt change eeereaee a ane aoe eccoecera (everest cereal | cesar hangs wanage-land he masa! hopot | tous of eaberent en Jefoneen the other approach toprogess change. ~ |issderehip Importance |Deseribes leadership [Demonsirates____|Notapnlicable __[Notapplicable acvelopment lotdeveloping |devlopment inde denieatin of any fsck" liatership * Ingthetallowing-as_ | gapsin sequined Sis inset [appropratersitas- own competenclesto setiment portance [progress change and coring per: [Suggestions made for tance ofmenturing, appropriate action persooal development ane 5 |tssdersip Importance |Deseribesladersip |Demonsiratesideni-|Wotappicabie | Notappiable aovelopment lofteadership |devlopmentin others [festion of any gapsin fmothers. = |developmentin incudlngasappro- "(required competencies others Rate acento prgrerhane (Seealo Com |Gerelopmen plans [in organization and netency 20) suagestons made for sport cto @ |oataacqardeatijingand [Describes where [the demonstration [Critkalanalyicot [Notappcable stionfor fastwelyseeking [daamight be fofaplantoaequre existing data streams alge. |approprite = |oundand pocsibte [appropiats deta the [and suggestions of information in formats (tructured fveneaionand val [posabtemprove- [rousforms, Jandunructred).. dation ofsuch data the| ments fnsuringtne” Deserbeshow>” manipulation af data Waliyefsuch very and validate Into the appropriate atormatonand|informationand’ [format te catsy po ransforring manipulate data into. |fot ejects. Int data whi |appeapriate formats Jeanbe analysed Incompeteney pe 7 lercaivay [Toeppiyerea [Describes neaitor [evidence ofuse oft [Critical matsioat thinking” |tvetRinking Jenabinkingmodes approach during the stably of chosen approaches” teg.ereatveand. (project snprouh [odefine and [pursue project [objectives analytical, divergent convergent) and suggest appropriate Techniques to support creative thinking. © 150 2015 All rights reserved WBS ISO 18404:2015, ISO 18404:2015(E) Table A.2 (continued) ndex|Competency |Performance |Suggested evidence ]Suggested evidence Suggested evidence [Suggested evidence criteria ofunderstandingthe |ofapplyingthe —jofmanagingthe of trainingthe competency ‘competency competency [competency [customer | Tounderstand [Describes the Demonstration of [Reviews effectiveness [Notapplicable Focus how and why |dilferenttypesot _|theapplicationof of solutions to address rolisten to |eustomers. ‘eustomerfocus’ __eustomersneeds, and capture lapproaches. For hevvoiceor | Teunderstand the link 2eempte, through the thecustmer’_ [Between the YOCand | correcta ofthe Kano (voc), the requirements of |imodel and house of Jotherstakeholders, |Suatiey"andyor erti- ex-operationsand [ein cr} otrees management, 9 [Decision — |Torecognize |Describescircum- [Demonstration ofthe |Reviewoofeffective- |Notapplicable makingand |the importance |stances where appropriate usage of |ness of deision male raking. lofdecision-tak- |decision-takingis [the key elements of fing processes. Ingand identify [required and the |deciston-takeing (ind the dec. esponsibility for {vidual or group) sion-takers. {these decisions, 10 interpersonal [To support | Todescribe the factors [Demonstration that [Review of effective- | Notapplicable andteam effective inter- Jaffecting team effec- [the Black Belthas | ness of actions leadership action with tiveness, including [studied their team sls others including} factors such as leader-|from the viewpoint stakeholders. | ship style, team roles, |of the interpersonal personality types. {skills deployed, taken "To work effec lappropriate action ively with oth- land demonstrated a ers toachieve sitive effect. objectives Posiive of 11 [Motivating [Understands |Describespossible [Demonstration ofhow | Review of suc- Notappticabte others, how ta motivate| approaches suchas such appreaches have. cess of motivation individuals and |identifying individual [been deployed and the [approaches teamstopra- [drivers creating outcomes. jgresstowards |shared vision, shared objectives. | goats, understanding Appropriate incentives} and consequences 12 Numeracy. [To beproficient [Describes the [Ademonstration of [To demonstrate that — [Not applicable fininterpre- |necessity to have _|thesense ofthe size _|they have assessed fationand proficiency with __Jotorder ofmagnitude_ | numeracy skills in ix ‘manipulation of | numerical information |and the sound basis of |Sigma projects, identi numbers. |toundertakeaSix. [these Sed gaps and ensured Sigma project these are addressed To calculate accurately [Sree ar ate 1a range of calculations, {*PPrenristel To recognize when it is appropriate to use a [computerand be able to da so effectively Ito demonstrate that calculated results are reasonable Ito demonstrate interpolations and pre dictions from the data in projects, e.g grap, diagrams, charts and tables 12 © 150 2015 ~ All rights reservedTable A.2 (continued) BS ISO 18404:2015 ISO 18404:2015(E) index|Competency Performance [Suggested evidence ]Suggested evidence |Suggested evidence [Suggested evidence leriteria ofunderstanding the [ofapplyingthe —|ofmanaging the | oftrainingthe competency competency ‘competency competency 13 [Practical | Theabilty _|Todescribe appropri- [Todemonstrate the [To evieweffective- | Not applicable probiem —ftocifferenti- |atepracessesused Jappropriateuse of {ness of prablem-solv solving fatebetween |toaddress different JDMAICand other __|ing within project (opportunity |aitterenttypes |typesot problems. [problem solving meth. | teams) easton Jotoraben Ioesciveswnere nis [Ode walvngttc landchoose |!8appropriate aero To complete process [approaches to Improvements having ‘address them, found tne principal Foot cause and evalu Forexampl sted the costs associ lacute/chronic, ated with implementa lor special tion compared o the [cause/eommon eosts ofthe problem leause sel To understand /to demonstrate the Inow and when successful choice and toapply root application of various [cause analysis practical root-cause techniques to identification and sort dentty causal ng techniques (eg factors for pro- the five whys Pareto cess improve: charts, fault tree ana ment ysis, cause and effect iagrams), Theability to |Describessoltion [Demonstrates use [Demonstration of | Not applicable putforward— |eneration process of appropriate techy review and check of potential solu- fused and how propos: |niquesto generate solution generation [tonsand select |alsaddress the rost solution(s} to identi--_|and selection process. land verifythe [causes identified, fied root cause(s), then mos Dror esha process resend ery. sed tocstablish the ‘criteria for selection, Describes the verfi- [cation process for the [chosen Solution). MTobeablet |Deseribeshowto [Demonstratesuse [Demonstration of | Not applicable Implement |eheckthatthechosen Jorappropriatetech- [review and check of solution(s) and |solution will workin Jniques to check that {solution implementa- verify benetit(s) [practice (eg, trials, [the solution(s) will {tion and verification ldelivered. [pilot experimenta workin practice, then | process. ton, ete). Implement andverify peacribechowto _{benelitachived Implementthe chosen ‘solution in practice. Describes how to check that the Implementation has ladressed the root [cause and delivered benefit, 14 [Presentation [The importance [Describes effective [Tohave demonstrated |To have measured tho | Not applicable and reporting sls. lof communica Ingetfectively to stakehol lets through presentations land reports in larder to drive Ihe achieve ment of project [objectives ways to structure presentations and Feports to meet required purposes with the expected audience. the planning and delivery of presenta tionsand reporesto different audiences, effectiveness of these presentations and Feports © 150 2015 All rights reserved 13BS ISO 18404:2015, ISO 18404:2015(E) Table A.2 (continued) Index competency [Performance [Suggsriedevidence [Sogzesed evidence suggustedevidence |Soapeted evidence Crteria"" lorunaerstandingthe|orappiyingthe latmanagingthe. [eftriningthe ompetency —" *[esmeteny competence supeey 15. [Process think[Tieneeato _[Todescribe the pro. [Evidence of sing ___[Evkence ofrevewing Not appikable ee cum [2esaccaceee | sere ace seen trccee ek |e eeer eee and ownership [inwhic te Blak [niques suchas SIPOC. [techniques ara provess | Setvand/or bec bet . es aoe to describe how sis Panning na Paar manasa {To describe whatcon Ezement ay impact pratbie, {seus god proce ae Fesourcesand_|managebent hil ear aeae In sopportot sees eee 16 [Proeciman [Manogings [Dmcrbeswistcon [obeys demonstrated [Tuhaverevewed and [Notapnicabe aed [ae | ear ee ete reer | Sea fmprovewent [rmanagoneatsuits (ment otasix sigma [hey plojet mets envy witha oes een fined group are eae aor telractites Serer paseand ere ments 7 [Riskaaiyis [Tounderstnd|Descrbes watts [have demonstrated [To have demortroted | Not appicable fndmanage[theconcepcot_|meanehy sk and pow |ietdentieston ot [howrisk hasbeen amma (art | eee errr a managed Se eareer ea ees iesereesioa (eae to have eranstrated Hareatioehin |pciinshowrisks nowt quanyand east See ecudbeprestvel |prureterike ce PINE | erseged con aroceneve/ ein ee 76 [Sareview [Toveabicio [Todescribe own [enave demonstrated [Notapplcable [Not apyizabe fnddeveop- lunderstand |nrengtheand plans [setereview and uta mene” Jawnsens [rset ceenpren: beacon en ae ener 1B |susigme [understand [Describes the wend [Tohavedevonstated Notapniabe cca [srceiceccal |rpuccunec seep eer ececeecog | eae ea stigma. |eeemiqus ant opleton of Aaa aan ues eferto ares Bee aoa 20 [stakeholder [Tohave —_|Deseebesiypes of [obave demonsirated |Notapplable Not apyiable repeal [ase carne |S tances AAR [eececanae akeholfer, [appropriate tech: |tnul sessment of fRenopemene_|rituerfrseetolder[eakebellry reat fecbntgecste management, [pot ofapcrttanal por foyer Rots. tonal oa 71 [Sauatiat[Tounderstnd[Descrbescatego” [edenonstate he [Review thewseafstar | Notapricabie sacar [cs | ez see oeeopricee | neo eee ae eee eee (eee re ee Inethoisand |improssmentouch niquesand methods feapproprt|acthetaowing: (rocesstmprovement stay serge stasis, exploratory data anal sae (EDA) 14 © 150 2015 ~ All rights reservedBS ISO 18404:2015 ISO 18404:2015(E) Table A.2 (continued) index|Competency Performance [Suggested evidence ]Suggested evidence |Suggested evidence [Suggested evidence leriteria ofunderstanding the [ofapplyingthe —|ofmanaging the | oftrainingthe competency [competency ‘competency competency 22 [Statistical — |Tohave know! [Describes the useand [To demonstrate profi- [Not applicable Not applicable softwareuse. ledge ofthe capabilities fone |cioney inat least one application and statistical software statistical software [capabilities ot | package. package currently thee statistical zvallable, including software tool the sense-checking land situations and presentation af ‘when itis analysis results [appropriate to 23 [Sustainability [Tounderstand [Describes the mpor- [Demonstrates effec. [Reviews the control | Not applicable fand control. |theconceptof tance ofsustainabil- [tiveness of steps taken | phase of DMAIC pro: lcontrolina Six |ity ofimplemented [toensure performance |jects, Sigma project. | solution. fimprowed process is A3 Master Black Belt The role of the Master Black Belt is to support the Black Belts in the application of the DMAIC methodology and the selection and use of the tools and techniques required. In particular, the Master Black Belt will a) lead improvement projects as required, b) determine if any training activities are appropriate and effective, )_ provide trainingin a number of the tools and techniques (described in Table A.3 and in ISO 13053-2) associated with Six Sigma to Black Belts and Green Belts as required, d) assist in the identification of suitable improvement projects, €) assist in the determination of the scope of the selected improvement project, £) assist in periodic reviews of the improvement projects, g) provide ‘internal’ consultancy in advanced statistics, h) provide support so that improvements identified within the nominated projects are realized and maintained, and i) coach and mentor the Black Belts in the application of the DMAIC methodology and the selection and use of the tools and techniques required. Table A.3 — Six Sigma — Master Black Belt competencies index] Competency Performance |Suggestedevidence Suggested evidence |Suggested evidence [Suggested evidence criteria ofunderstanding the |ofapplyingthe —|ofmanagingthe | oftraining the com- competency Jeompeteney ‘competency peteney (evidence of training one or more ofthe following) 1 [organi- [identification of [Theappropriate [Demonstrates that |Demonstratesthe __ [Demonstrates delivery ational | the importance of identification of the the selection ofeach [appropriate quanti-_ [of training on benefits fbenetits using quantified organization's oppor- project isin agreement eationand monitor- identification, quant identifica- organizational tunities, the benefits with these goalsand Jing ofthe alignment fication and manage tionand pri- [benefits or goals |of removing conceras |abjectives. Detwwoen thebenefits |ment which meet the loritization. | to guide project | and the relationship fromprojectsand" |organizational needs. selection, {oan organization’: ‘organizational goals. organizational gals and how project/prob- lemselectionreiates rothese goals © 150 2015 All rights reserved 15BS ISO 18404:2015, ISO 18404:2015(E) Table A.3 (continued) Index| Competency Performance |suggested evidence |Suggested evidence Suggested evidence [Suggested evidence eriteria orunderstandingthe ofapplyingthe lotmanagingthe Jeftrainingthe com. competency ‘competency ‘competency petency (evidence of training one or more ofthe following) Selection and use oan appropriate Deseribes appropri- ate prioritization Demonstrates coreect selection and use Demonstrates mon storing nd main: Demonstrates delivery ot training on prior. prioritization Japproachesandtech- fotpriortization __|tenanceof project |iization methods and approach iguesandtheiruse. |technigues such asthe |priortes and thelr |rechniques which meet following: alignment with organ-|the organizational ational priorities, needs prioritization matr- Fe mulki-votingtech- niques: strategy gris. 2 organ [Appropriate use [Describesthe origins [Demonstratesthe [Demonstrates the [Demonstrates rational of ixSigmato [of Six Sigma, limpacttharSix Sigma |deployment ofSix _ |rratning sessions Process | support orga Ihashad onthe organ- | Sigma process fon organizational prove. | zatonal strategy. Peserbeswhenand lation improvement pro- | processimprovement ment. where Six Sigma Jarammeto improve | methodologies and would bean appro. performance thei integration and priate approach for relationship with Six Process improvement. ae KKnowiedge _[Deseribesother [Demonstration of Demonstration ofthe | Not applicable otditferent applicable process |theappropriate {integration between pproaches and |improvementmeth- selection use of other_| various organizational theirexpected odologies and how [approaches process improvement effects to enable |they could be used rmethodologiesas sppropriste|together appropriate selection and application of ah integrated approach extension of [Describeshow the [Demonstrates consid- | Evidence of structured [Evidence of training strategieview — |avhole value chain wil leration of opportuni- | approach o process others inthe app or process benefit romholstic|tiesintheextended |improvementinthe eatin of process improvement approach o process |value chain forholistc [extended value chain. improvement methods nwo the value |improvement. improvement. (customers/suppliers/ [in the value chain chain beyond the partners) (customers/supplers/ organization's pareners), boundaries (us tomers/suppli- ersfpartners} 3 [Change man-|importance of |Deseribesinteraction [Demonstration of [Demonstration of [Delivery of training on agement. using acoherent [between stakeholders |the entifieation of | contribution tothe int change management spproachto.|andchange process |keystakeholders and_| tiation, execution and_ approaches including change manage- land the mutual impact [theuse ofcoherent lembeddingot change stakeholder manages ment fofoneonthe other |approach to progress |inthe organization. ment. hanes Development and maintenance ofan action plant progress change 4 [Leadership importance [Deseribesleadership Demonstrates Notappicable Notapplicable development of developing _|developmentincluds identification of any inset” [leadership skills |ingthetollowing.as [gaps inrequired inset. appropriate: seltas- own competencies to Sessment importance [progress change and ffcoaching.impar- suggestions made for tance of mentoring, appropriate action, personal development plans 16 © 150 2015 — All rights reservedTable A.3 (continued) BS ISO 18404:2015 ISO 18404:2015(E) ndex]Competency Performance |Suggestedevidence Suggested evidence |Sugaested evidence [Suggested evidence criteria ofunderstandingthe etappiyingthe Jotmanagingthe |oftraining the com competency competency commpatency potency (evidence of Trainingone ormore ithe fallowing) [Leadership importance |Deserbesleadership [Demonstrates\denti- [Demonstration of [Delivery oftainingeon fratopmene[efleadership |Geveloprentincudy_|feationofany gaps in |the management ot —_|feaderstip develop inatners.laevetopmentin |ingthe folowing |requled competences leadership programme |ment. others SSonpemater[foprogreseshange mn teres on ing (SealsoCompe. [semen cashing [india eameor|sompetences ga. tency 20). oe oe development plans. | suggestions made for appropriate cron Demat tata coach ingand mentoring of erat Demonstrates the development ofether roaches (cost coaches). © |ataacgu- |idenctyingand |bescrbes wnere [rhe demonstration [Demonstration ofthe | Delivery of rai stionfor Jactveyseeking. |aataminibe. ofaplantoacauire management afentive ing season on data analysis. [appropriate |foundand possible fappropiatedata, the processor data acau-|acquston eration, information |formats(etuctured |veriteatonand valt_|sition process veri, |verifiation andvalk frariustorms, fandunstructured)|dation of such data, the| cattonand valiation | dation and anipa fsruringthe” |Descrtbeshowco. |ranipulstion of date [andthe meripulaion_ [lation muthods end fraicityefauch |vertyand vaivate |intothe appropriate ofthe data techniques Fnvormationand [inormationand.|formattocatietypro- [ransforminginto|manipuatedatainto_|jectebjetives Paemipsesan [APPFOPMAtEFO™MAES- I criicat analysis of ompetans eceting dats streams [compe 7 22. jand suggestions of possibieimprove 7 lereatvity Toapplycrea- [Describes the differ. Evidence fuse of |Demonstratesthat [Delivery of training thinking” [tvethinking —lentthinkingmodes this approach during. Jereative thinking |sesion on diferent fppreaches® — |(eqereatneand, [proectandertial systematically used [thinking modes fedctineana — fansiytia,civergent.[analysisotsuabity ia SixSigma process ursuepeojet fandconvergent}and |otchosenapproach, [improvement activity. bectves’[eugeestapproprare ceciniquestoaupport {creative thinking @ Jevstomer —fTounderstand Describes the Demonstration of [Demonstration ofthe [Demonstration of focus” |howandwhy. |atferenttypesof —|tveappicaronct |mansyementcontne [training session on folstentoand _feustoners: feustomerfocur — [uousmontteringand _|Vot and tsrelation- pre the-vlce frprowches-for__[maintnance ofthe’ |ship¢o requirements ofthe customer’ |T# understand the link] ~yample, through the | VOC. | management, (voc). Se [correct use of the Kano atherstakehoiders, friel house oft. eoperstics ad [zaman fees: eer 9 |Decision Tovecognize he |Deseribescircum- [Demonstration ofthe [Demonstrates thata [Demonstration of fraiingand |inpertancsot’” |stanceswoere. oorrectusagectthe | |wellstructured deci [training sessions fakinge = Jaceioneaking |aecisontakingis ey slementsat dec |siormaking process |fordectton making Sodidendtythe |requiredsnd the |siontaking individual isayatematicaly used | process methods snd ecisontakers. |responsiantyfor — {orgroup. nix Sigma process |lechniques (individual |these decisions. improvement activity. | and group). 10 inverper. [Tosupporteffe [to describe the factors|Demonstrationthat [Demonstration that Demonstration that Fonaland [tivetnteraction fafecting team effec. |the MastorBlack the MBBevaluatesthe [such skilsare part ftamiender. |withathers.." [ivenestincuding [Belthasassessed six [need fora programme [ofplanned training shipskill. |incatingstake |factorsauch Tear: | Sigma proect teams |tomonitorand develop | programmes mrs Ships team oles, trem theviewpeint |teamleatership skill "Ta work effec tively with others toachieve objec: tives, personality types ofthe interpersonal skills deployed taken appropriate action and demonstrated a positive elect in Six Sigma projects and, where appropei- ate, contributed tI © 150 2015 All rights reserved 17BS ISO 18404:2015, ISO 18404:2015(E) Table A.3 (continued) Index] Competency Performance [Suggested evidence JSuggested evidence Suggested evidence [Suggested evidence eriteria ofunderstandingthe|ofapplyingthe —|ofmanagingthe fof trainingthe com- ‘competency ‘competency ‘competency petency (evidence of training one or more ofthe following) 11 [Motvating [Understand [Deseribespossibie Ademonstration of [Review of suc Notapplicable others. |nowto motivate approaches suchas |howsuch approaches. |eess of motivation individuals |identiyingindividual [have been deployed approaches, fandteamsto —_|drivers,ereating [andthe outcomes. progress towards] shared vision, shared objectives. oals, understanding Appropriate incentives] and consequences. 12 |Numeracy. [Tone proficient [Describes the Demonstration ofthe [Tademonstrate that [Demonstration that ininterpretation necessity tohave sense ofthesizeof — |theyhaveassessed _|suchkills are part and manipulation| proficiency with order otmagnitude numeracy skills nix of planned traning fotnumbers, |numerical information and the sound basis of |Sigma projects across | programmes floundertakeaSix [these the organization, Sigma project. identified gaps and fo catcuate accurately |ieetted gaps ad fraction seed ao ro recognize when it | ately. If such gaps are [Sappreprateto use [fund inthe extended omputcrandbe able. [Yale cain then the Haare ietesin [a should nave made apprannat recom ltodemonstratetnat [mendations eaculatedresuitsare reac To demonstrate Interpolationsand pre- ‘dictions from the data in projects, e.g. graphs, ldlagrams, charts and tables 13 [Practical [Theabilityto |Todescribe appropri: [Todemonstratethe [Demonstration of [Delivery of training on problem — |aiffrentiate ate processesused [appropriate use of |the management and | DMAICand ather prob folving _ |betweendit- —_|toatidressdiferent [DMAICandother | monitoringof DMAIC_ |lem solving methods, opportunity ferent types of [types of problems. [problem solving meth- |implementations and Fealization) | problems/oppor- lods, qualifying the |other problem solving unities and selection, methods, choose appropri ste approaches to address them, For example, acute/ehronic, for special cause/ FTounderstand | Deseribeswhere this. [Tocomplete process [Demonstrates that | Delivery of training how and when to |is appropriate, improvements having root cause analysis is Jon root eause analysts apply root cause {ound the principal. |systematically used techniques and meth- analysis tech [root causeand evalu- fin Six Sigma process Jods. niques to identify lated the costs associ-_ improvement activity fausal factors for lated with implementa process improve- {tion compared to the ent. [costs of the problem tse. Ito demonstrate the Isuecesstul ehoice and application of various [practical root-cause ‘lentitication and sort ling techniques (e.g. ithe five‘ whys’ Pareto [charts,faulteree anal: lysis, causeand effect iagrams). 18 © 150 2015 ~ All rights reservedTable A.3 (continued) BS ISO 18404:2015 ISO 18404:2015(E) inde [Competency Performance criteria Suggested evidence ofunderstanding the competency [Suggested evidence ofapplying the Jeompeteney ‘Suggested evidence ‘of managing the ‘competency ‘Suggested evidence oftraining the com= petency (evidence of {training one or more ofthe following) The ability t put forward potential solutions and select and verify the mostappro: priate Describes solution oneration process "ised and haw propos als address the root ‘uses identified. Describes process sed tocestablish the erteria for selection Describes the verfi- ‘ation process forthe hosen solution(3). Demonstrates use of appropriate tech niques to generate solution(s) to ident Fed root eause(), then sort select and verity, Demonstration of review and check of solution generation {and selection process. Delivery oftrainingon ideas and solution gen eration and selection, Tobe able to implement solution(s and verify benett(s) delivered, Describes how to [check that the chosen ‘solution will workin practice (eg, tials, Pilot, experimenta- ion, ete} Describes how ta Implement the chosen solution in practice, Describes how to check that the Implementation bas lddressed the oot ‘cause and delivered henetit Demonstrates use ot appropriate Rochniques to check that solution(s) wil workin practice, then Implement and verity benefit achieved, Demonstration of review and check of solution implementa tion and verification proves. Delivery of train ng and solution mplomentation and verification, 4 Presentation and report ing shal. The importance ‘of communica ing effectively to stakehol ers through presentations and reportsin order todrive the achievement of project objec: Describes effective lwaysto structure presentations and reports to meet required purposes with the expected audience, To demonstrate the planning and delivery presentations and Feports to different udiences and to meas: tie the effectiveness ofthese presentations and reports Demonstration that the MBB evalustes ‘Six Sigma presenta tons and reports and, ‘where necessary, re fommends appropriate Improvement activity Delivery of raining lon presentation and reporting techniques. 15 16 Process thinkingand process anal ysis sls Project man: agement ‘The need to define the scope and ownership of proc Planning and managing aval ble resources and process activity in support of objectives using measurement toachieve out Managinga finitestime improvement activity with a defined group of people. Coordinating their activities to meet the phase and overall requirements "To describe the pro- ‘esses and/or systems Inwhich the Master Black Belt operates land the impacts Six ‘Sigma project may have, "To describe what con- stitutes good process management skills ‘to describe haw skills {gaps in process man- ‘agement may impact process performance Describes what con: “stitutes good project management skills, Demonstration of gap analysis incorporating process measurement and base lining, Ito demonstrate the effective management ofa Six Sigma project. Not applicable Demonstration of maa ‘agement of Six Sigma projects portfolio Demonstration of mon- itoring and monitoring ‘ofprogress of multiple ‘Six Sigma projects. Demonstration of training sessions for process management Frameworks, Demonstration of training sessions on the management of Six Sigma projects and ‘their particularities. © 150 2015 All rights reserved 19BS ISO 18404:2015, 1SO 18404:2015(E) Table A.3 (continued) Index] Competency]Performance Suggested evidence [Suggested evidence [Suggested evidence [suggested evidence eriteria ofunderstandingthe Jofapplyingthe |ofmanaging the [otramingthe com- competency ‘competency ‘competency petency (evidence of frainingone or more ofthe following) 17 |Riskanalysis [To understand [Deseribeswhatis _[Tohave demonstrated [Demonstration of [Demonstration of Sndmanage | the concept ot |meantbyriskané how |theidentifestion of |riskmanagement and_ [training sessions ment iskandhow to |risksare evahated [risk continuous monitoring [on risanalysis and manage tin ela: |and priorkize, Sndmaintenance. |mmsnagemest methods, tionship toa Six |To have demonstrated including identifica: Sigma project. |Explainshow risks [how to quantify and sion, quantification, shouldbe proactively [prioritize isk oo eee rronaged in pursuieaf managed im pursult of Mn pave demonstrated monitoring Ihowrischas been managed Ito have demonstrated should learning from past experience and buildin sk isanagement/ropister. 18 |seifcoview [roteableto — [Tedescribeown | Tohave demonstrated | Not applicable Not applicable and develop- understand own |strengthsand plans |seltreview and suita ment Strengthsand. |forsett-devetopment. [ble actions taken areas requiring evelopment 19 |Sixsigma [Tounderstand [Describes the use and [Tohave demonstrated | Notapplicable, Demonstration ot tools theapplcation [application ofthese |the correctselection taining sessions for orsieSigma. [techniques landapplcation af Sx Sigma tools both ooisand tech- appropriate Si Sigma rom theory and prac sigue (refer ‘ols and techniques in ice perspectives toIs0 130531 [previous projects ind 0 130532 for appropriate teciniques). 20 [Stakeholder [To have Descrbestypes of |Tohave demonstrated [Demonstration of con. [Demonstration of manage |knowtedgeot —|stakeholderand —|proactweandon- |tinuousstakeholder [training sessions on ment stakeholder man- [appropriate tech- |RinuaLassessment of [management and mon- |stakehalder’s manage agement process |niques or stakeholder {stakeholders status in |itoringusiag approp- [ment techniques acd snd techniques in management ursuitof operational | ate techniques. methods, pursuit ot opera goals. onal goals 2i [Statistical | Tounderstand [Descrbesthe differ. [Tohave demonstrated [Not applicable Demonstration of fechniques, |statintcal /encesberween the. _|thecorrectapplietion tsiningsessions for techniquesand [followings descriptive {ot statistical tech statistical techniques fmethodsand [statistics inferential niques andl methods Both trom theory sad fie appropri |statitis, exploratory lin the follwing: practice perspectives. tely(feferto |dataanalysis(EDA).” [descriptive statistics, 1s0 1308341 and Interental ttitis, iso 13053.2 exploratory data ana or appropriate ysis(eDay tectmiques. 22 [Statistical [Tohaveknow [Descrbestheuse __[Tohave dem Notapplisable Demonstration of sortware edge ofthe [andsteengths ofone |proticiency' taining sessions of se Spplication, [statistical software |leascone statistical scleastone satistical espabilities and [package including any software packages software package n Timitatone current availa: combination with sae be, ncading te tistical tectmiqes software tol and sense-checkingand situations when [presentation of analy- (see Competency 21). eis appropriate [Sisresuts 23 [Sustaina. [Tounderstand [Descrbestheimpor- |Demonstratersteps [Reviews on-going [Delivers training on itty and |theeonceptot tance ofsustainabil [taken to nsuce per [monitoring or pro- — feontrotandsustaina- conteal. |controlinasix |iyefimplemented |formance oftmproved |eesses andimple- [bility Sigma project. _|sonution [process is sustained |mentaion of control overtime processes. 20 © ISO 2015 - All rights reservedBS ISO 18404:2015 ISO 18404:2015(E) Annex B (normative) Lean B.1 Lean practitioner The role of the Lean practitioner is to participate in Lean improvements in the organization. These improvement activities will usually be within the Lean practitioner's usual field of employment and operation. In so doing, the Lean practitioner will a) work to implement improvements in the local area, b) use workplace layout techniques to improve process flow, )_ berequired to lead improvement activities and quantify benefits delivered, 4) coach team members on process improvement methods and activities, and e) run training sessions on Lean techniques. ‘Table B.1 — Lean — Lean practitioner competencies index] Competency | Performance Suggested evidence [Suggested evidence | Suggested evidence] Suggested evidence of criteria” /ofunderstanding |ofapplyingthe of managingthe |training the competency {the competency _| competency competency 1 [Benefitsor [understand [Can explain the [Notapplicable —_|Notapplicable Communicates the benefits Lean. Jexpected Lean [benefits of Lean toa of Lean toa team working in benefits, | process, includ an improvement activity, ¢. Ing such ideas as reduced lead time, cycle time, reduced lead time, operating expense. Increased evel time, operating capacity, productivity. and expense. Increased quality. capacity, productv ty. quality. 11 [Applvingthe [Cantranslate [Explains how Lean [Evidence ofdeliver- [Manages resource _|Not applicable novsledge in |benefitstothe [eanbenefitthe ling quantified ben-|inaprocessto practice, |situstional [specificenviron- _Jelitstothe organi= [deliver the customer environment. ment and/orsector, |zation through Lean | demand, [can beginto [what will/does Lean |approaches. For demonstrate |delivertotheindi- |inetance, improved fusingdata | vidual’ organization |eycle times, reduced frowmuch —Janditseustomers/ [rework increased improve: {stakeholders throughput, reduced ment willbe WIP or detects, achieved 2 |uean Understands [Can describe Lean | Evidence of applying [Manages processes [Not applicable principles, |the Lean prin: |principlesdefine | |Leanprinciples toa |and/or teams using ciples, Wvale,understand |specifiesituation. |Lean principles, the value stream, low, pull strive for perfection, 2a Understanding] andefine valuein |Hasevidence of |Natapplicable [Not applicable value, theeyes ofthecus- |identifying the ftomerin terms ofa |eustomer(s) ofthe product ora service, [process and their Fequirements| (alue) For example, Jorsurveys orhouse et guality. © 150 2015 All rights reserved 21BS ISO 18404:2015, ISO 18404:2015(E) Table B.1 (continued) Index| Competency [Performance | Suggested evidence [Suggested evidence [Suggested evidence [Suggested evidence of ‘criteria |ofunderstanding |ofapplyingthe of managingthe | trainingthe competency the competency [competency competency zu Non-value- [Can identifyand [Evidence ofidenti- [Not applicable | Not applicable ladded (waste, |deseribe al fying non-value-add Mud. uuesadded (VA) and activites, prior non-value-added ting (cor example (NVA) activities, eg, Jusing Pareto charts) lusinganacronym [andeliminating as such at TIM WOOD, appropriate using WORMPIT, DOWN. |metries to quantity TIME, ete, improvement. 22. Understand. [Can describe the [vidence ofcreating |Can crtiquea value |Not applicable fingthe value |eurrent value stream [a valuestream map. |stream map or mate ‘stream {and the boundaries (VSM) or material | ral and information fofimplementation |andinformation | flow map of alive for aprocess flow map fromative |process. Interpret process, populating |the ditferences fvith appropriate [between a current stages. flows and |state anda future numbers, Evidence |state VSM or mat orereatinga future [rial and information state VSMormate- [flow map, Pia and information ow map. 23a [Understand [Can describe low — [vidence ofimprov- |Not applicable | Not applicable ingfloy. and the implication fing process flow, for ffthetheoryof example, identifies constraints, tion and removal of bottlenecks or laying out the workplace to improve flo: 2a ‘Understand [Can describe the [vidence ofcreating [Not applicable | Not applicable ng pull {conceptof'pull (as |'pul’ ina process. ‘opposed to push’). |Uses kanban tech: niques to transmit the signal froma’ ustomert the process 25 Understanding] Can describe striv- [Notapplicable _|Notapplicable | Not applicable lwhat it means. | ing for perfection: Mtostrivefor | continually seeking perfection”. opportunities to Improve, making sustained improve ments, in quality, cost and delivery. 254 Process Not applica Hasevidence of pro- [Notapplicable [Not applicable improvement. cess improvement. 252 [standard- |Notapplicable | Hasevidence of | Notapplicable | Notapplicable fration of standardizing Improvement improvements into into process the process. 253 Search fornew| Notapplicable | Hasevidence Notapplicable | Not applicable lopportunities oi seeking new toimprove. improvement opportunities, for example, through ream Suggestions or Kaizen events 3 [Stakeholder [Tohave Describestypes [Notapplicable _|Notapplicable | Not applicable management. knowledge of of stakeholder lstakeholder [and appropriate management | techniques for stake- techniques {holder management in pursuit of [operational goals. 22 © 150 2015 ~ All rights reservedTable B.1 (continued) BS ISO 18404:2015 ISO 18404:2015(E) Index] competency Perormance [sugested evidence suggested eidence [sugested evidence Suggested evidence of tera" [orunderstanding|arappiyingehe." ottanagingthe |tralingthe competency Rhecompeteney®_[eomputensy [competency 3H [communis [Understands |candesenbedhe [Ras evden ote [Novappicale | Rorapplibe Sons importance [importancesttan- [esestapproprate stand unistnsii [eommunieston Brats in |inuesnimpicmen- | spproaces with tiers" Jrtons anton [eur and ini Sequences poor [esl 32 [Onangeae andesite [canenplainchangs [Rotapalcabie—|Novapacale | Nocaplibe frei etangecurve.{earveshinkinga re atc ay hang cay ean mpm 39 Jouangeae[andesribe [canexainete _|Rotapplcanie|Novappizavie | Rorapplicbe frpon festa” [impacto the agon cel tee fehange, tional utr er tean process ingrovemes + [easir= —[Saecingand |oandescbe the |iasevidese ot [Notapniabie | Notappliable enter” [eatectngtsts|faorewnichare | sdecton dole rsceaeper [trgeocee lingorcncndna Swat appre formance” improvement. enfecon.tr [eta camps asp Sin cpl ng ssmlingmetod aa Teingand [Candee [Ravsdoncot —|Noapgicaie[Rotapliae comune mets unedincur- [een app fmgappropr: rentxate sagen |prite metric an stem” andworkiad plan [thease to mproe edinean [niagcwincde: |procatemad yn omens: andsaayetse |Guyiprovene. fen omar ne oo stom dean jl test Bere aa nent dt at far rew © [esenivy derstand [Descsheste dier: [Evidence ofuseot Nokomis | Novae fiiting” omeedtofonctnsingnodes[tsapproah tpi erestve [fey eeate and tha [esi rpprouthesto rave lean ijt © [suntan fro vealeto Joan descnbewhat iaseidese of [Notapnlatie | Norppiable emotand [trapero~” [lemansthyoaiatnplenting ya focal." [prnevisual |managameasand__[runagementina Management |wistehecscanbe proves eehtgee epee feimprare procter nd nants ‘noon 7 |wonkpace fro vemieto [eanaescnbete —[fasevidese of [Norapnicave | Norappiabie tmieton optimistic. [ettston scene [esngaprops onentand Jortonalayute [ae tettiueso physcllyou|aprocese prove mrisroee taorksac Forexampl 5, sp4 eh dagrame © freambased Jioxiniang Joaneapiaione [evidence ofanaive [otapncae | Norapiable proces" |theusest™™ importancest”_ |ingtum dynamics Frove- flesh [engagingatl employ or exampte Bein rmen”—[ingrocre_ |sorinnnvovement [ot snabe) and proven Sey {king anpreprate action (eg. role allocation) © 150 2015 All rights reserved 23BS ISO 18404:2015, ISO 18404:2015(E) Table B.1 (continued) the eanceptof isk activity meant by riskand how itapplies to ‘Lean implementa- tions. Fisk identification in a process change. Index| Competency [Performance |Suggested evidence [Suggested evidence [Suggested evidence | Suggested evidence of ‘criteria |ofunderstanding |ofapplyingthe of managingthe | trainingthe competency the competency [competency competency ‘9 implement. |implementa- [Can describe struc- Evidence oftmple-|Notapplicable | Notapplieable ing ean. |tionroadmap, |tured approach tor |mentations deivered| Implementing Lean using astructured Improvements in” [approach process, for example, plando check act [PDCA) or Seope diagnose design Implement sustain. 9a Implementa- [Can describe the |ilasevidence of [Evidence of man- | Not applicable ton manage- importance of adher-[drawingup nd [aging the activity ent ingtoaplanned — fusingaplan for the [and time frame of Schedule ofactions implementation of —|ehanges in a process inthe organization [changes [e.g use ofatacticat Implementation plan, 10 [Analysisof [Tobeableto |Can describe differ. [lasevidence ofthe [Notapplicable [Not applicable ‘ata, selectandjenttoolsand when |eorrectselection and) lapply the |theyareused (for Jase of appropriate correct tools |example, scatter |analysis techniques. for analysis. | plots, histograms, fad run chart). 11 [Rickanalysis|To understand [Describes whatis _ [Demonstvation of Not applicable Not applicable 12. | Sustainabi "To understand Describes the impor- Demonstratesappro- ‘Not applicable Notapplicable vate individu- [ss and teams to progress towards objec: Identifying indivi ual drivers, creating shared vision, ‘shared goals, under. standing appropri- ate incentives and consequences have been deployed and the outcomes, ity ithe concept of |tance ofsustainabi- | priate approaches to sustainability. ity ofimprovement. Jensuresustaina- tie. 13. [Motivating [Understands [Describes possible [Demonstration of [Notapplicable | Not applicable fothers. {how tomoti- approaches suchas how such approaches B.2 Lean leader The role of the Lean Leader is to drive improvements in the organization. These improvement activities will often be within the Lean leader's usual field of employment and operation. In so doing, the Lean leader will a) work with the local ‘line management’ to identify and drive improvement within the local environment, 1b) _use takt times and cycle times to identify appropriate resource requirements, ©) be required to lead improvement activities and quantify benefits delivered, 4) coach Lean practitioners on process improvement methods and activities, and ©) run training sessions on Lean techniques. 24 © 150 2015 ~ All rights reservedBS ISO 18404:2015 ISO 18404:2015(E) Table B.2 — Lean — Lean leader competencies Index| [competency Performance criteria, ‘Suggested evidence oftunderstanding the [competency ‘Suggested evidence of ‘applying the ‘competency. [Suggested evidence of managing the competency [Suggested evidence of ‘raining the [competency Able to explain the expected ‘Can explain the benefits of Lean for Not applicable Has communicated sectively to a Evidence of training Lean benefit, communica |benefitsof | value streams and in team working in fngexpected |using Lean organizations Incl an improvement benefits of | overal/gen- | ingsuch concepts as activity the benefits ean, feralterms). [reduced lead time, orLean eyele time, operating expense. Inereased eapacity, productivity, nal quality History of |Hasknowledge| an describethe —_ |Notapplicable Notapplicable [Evidence of training the ean. ofthe origins. |origins of Lean. and develop ment of aan approaches 1 Japplyingthe [can transtate |Explainshow Lean [Has evidence ima specific [Evidence of manag. [Evidence of presenting knowledge in |benefitsto |eanbenesitthespe- situation of diagnosing |ingothers'o apply |thelocal application of practice. |thespecific |cificenvironment or _|theareas wher benefits |Lean thinking-Can _|Lean approaches in the situational |sector, what will/does |willbedelivered and to Jexplainhow Lean | arganisation, fenviconment, |Lean deliverto the |which stakeholders. Evi- [canbe applied to the Identifying the | individual's organiza~ |dence of using takt times, |specifieenvironment issues neal |tionand ts custom- |eycle times and staffing " [or sector; what will/ ‘organizations |ers/stakeholders. requirements. Can iden |does Lean deliver ‘which affect tity best repeatable times |to the individual's quality, cost forprocesses operations. organization and Snd delivery, ts eustomers. Can and designing understand and Improvements ‘employ tak times, ycle times and stat ing requirements Can understand best repeatable times nduseto budget resource require- ments [Candemon- |Candescribehow to [Hasused dataappro- __|Has evidence of om- |Not applicable strateusing |usedatato quantify |priatelytodemonstrate _|municating benefits data how much] improvements Improvements. using appropriate improve data ent wil be achieved, 2 [Candescribe [andescribe Lean |Canapply Lean principles |Can apply Lean prin- |Not applicable theLean prin. |principlesdefine |toaspecificsituation. [ciples toa strategie ciples Yale understand the situation Value stream, create Flow, create ‘pull strive for perfection, 2a Value, Defines value inthe |Has-evidence ofidentify- [can manage value [Not applicable eyes ofthe customer, the transformation of anunsatistied need to a satisfied need, can bea product ora ser vice. Can identify and Sescribe value-added activities (VA), none value-added (NVA) process issues such overburden (Muda, Mura, Muri) and necessary non-al- fue-added activities (NVA), Acronyms such as TIM WOOD, /WoRMPIT, DOWN- ‘TIME may be useful in waste identification. Ingand eliminating waste rom processes. inthe eyes ofthe ustomer identitying| whats value add nd whats non- value ad. © 150 2015 All rights reserved 25BS ISO 18404:2015, ISO 18404:2015(E) Table B.2 (continued) Index [Competency [Performance [Suggested evidence [Suggested evidence of | Suggested evidence [Suggested evidence of] lerteria. [otunderstandingthe applying the fofmanagingthe | trainingthe competency’ competency Competency _|competency 22 Watestream. [Understandsthe [Has evidence of building [Manages the value [Training othersin faluestreamandthe |acurrentstatevalue |streamandcan — [valuestfeam thinking boundaries ofimple- {stream map or material |follow anderitquea including how to create mentation Thevalue |andinformation low map | value stream map ot |avale stream map or stream defining the |fromalive process,pop- |material and infor | material and informa Stages oftransforma- |ulatingwith appropriate mation tow map fa [ton low map. fdonandthewastes” |stagestiowsand num [live proces. slongthe journey, |bers,bullinga future isetlly described by |stae value stream map, value stream map or material and informa: tn love map 2s ow. Creates ow, removes |creates low, can deni | Flow can ently fhebarriers dent and remove he barriers, [and manage the fiedthrough seven’ |identifed through seven removal ofthe frastes (Muda), |wastes (Muda), removing [barriers identified Femovalofworkin {workin progress between| through seven progress between |processstagesand. | wastes (Muda), Processstages. laying outthe workplace | Improving flow: tolmprove flows uses echniques suchas valve Steam maps/mateial, nd information flow ps spagetl dagrams, work combination charts, (workload levelling, Ohno irclesodentiyand remove Muda (waste). can describe how to _|can demonstrate use of | Has evidence af se workload leveling} workloadevelingtech- [review of process techniques toimprove|nquestoimproveriow. |flow to\denly ow: where workload leveling would be appropriate. aa Pon [can describe pul, can demonstrate creation | an manage pull, _|Notapplicable vingthe customer |ofpull na process, giving | glvingthe customer frbat they need, |thecustomer whatthe [what hey ned, frben they needit.a. |nced.when they needit. | when they need famiiarterm would |User\anbantechniques | Deploys Kanban etantanceiating |totransmitthesignal |techniquesto trans- feasignal froma, |fromacistamerethe (mit thesignal from eustomer commencing| process. customer tothe the transformation process. proces. 25 lCandescribe |Candescribe the [Has applied standard | Strive for perfection, [Not applicable fwnatitmeans [strive torpertes- |workto processes mak: |demonstates Frostrvefor’ [ton startingtroma_|ingrepeatedimprove- continual improve- perfection. [standardized process, ments in quality cost _|ment, in alt, fmakingcominual lander delivery rlenless| cost and delivery, improvements |remova of waste fom [relentless removal ualty,costand delv-|the current state seeking [ot wast fromthe ery. relentless desire. | an iproved nexc current |eurrenestate seeking fo remove waste from |stat everyday snimproved next the currentstateand eurrent state every te sustain improve ay ments, seekingan improved next current state every day. 3 |staienorder [Tonave [Describes ypes of |Tonave demonstrated [Demonstration of _ [Demonstration of Imanagement|knowledge of |stakeholderand' |proactiveand continual continuous stake- _|tralningsessons on stakeholder [appropratetech- _|assessmentofstakehotd- [holder management | stakeholder’ manage management [niques for sakeholder|ers'starusin pursue! and monitoring |menttechniques and techniques” management operational goats. fsingapprepriate {methods in pursuttot rechnigues. operational goals 26 © ISO 2015 - All rights reservedTable B.2 (continued) BS ISO 18404:2015 ISO 18404:2015(E) index] Competency [Performance Suggested evidence |Suggested evidence of _|suggested evidence | Suggested evidence of criteria |ofunderstanding the applying the ofmanagingthe — |trainingthe competency competency competency [competency 3.41 [communica [Understands [Candescribethe _[Hasevidenee ofthe use of [Hasevidence of | Trains communication tonsils. importance, importance ofcom- appropriate communi- | planning initiating approaches. fusesand [munication skills in__eationapproaches with |and progressing builds skilsin |Lean implementations |teams and individuals. |appropriate commu others, nd consequences of nications. poor communication, 32 [change |Candescribe |canexplainchange |Hasevidence ofanalysis |Hasevidence of | Trains othersin the effectson— |changecurve. |curvethinkingand ts Jofsituation based on {analysis ofsituation importance ofthe tran individuats feffecton anychange |understanding ofchange |andplanningof {sition process. including Lean imple- |process,e.transition|actionsbased on mentation curves/change curves understanding of tohelpexplainattitudes |change process, fand/oractions ofselfor transition curves/ team. change curves. 33 [changeat Importance |Canexplainthe __|Writtenevidenceot___|Writtenevidence | Trains othersin the organiza. ofeultural importance of cul- identification of analysis. |ofidentification of —|nced for euleural onal evel, | change turalchangeinLean [ofeulturalstateand [possibleissues, of — |change. implementations, |identifiation ofeultural_ehallenges encoun rather than individval issues which need tobe [tered in practice change or process [addressed andany pan of, ‘change, ction required as result. Evidence of action taken, Including monitoring oteffectiveness and efinement of plans 4 [Measurement| Selecting and |Candescribethe fac |Hasevidence of selection |Notapplicable | Trainsthersin the Jorprocess {collecting data| tors which ave impor- |and collection of appre: lappropriate ealection performance. |for process | tantin data collection, |priate data, methods for data improvement, |forexample, sample size, sample timing, ‘sampling method. a Importance [Can describe the met |Hlas evidence ofealeu- [Manages processes [Trains others in the Jotcommuni-|ricsusedincurrent lation of appropriate lorteamsusing _|appropriateuse of Lean fatingappro- |state diagnosis and {metrics and their useto appropriate meteics. {metres priate metrics |workload planning, improve processes and |Communieates such used in Lean |eg. customer demand, |quantify improvements. |metries appropri- implementa- [eyele times, ak, ately to teams in tions resource require visual manner. ments, defect rate, failures, rework [creativity [Understands [Describes the differ. [Evidence ofuse ofthis |Notapplicable [Trains othersin thinking |theneedto entthinking modes |approach. eceativty thinking apply creative |(e. creative and lapproaches. thinking |analytieal, approaches to pursue Lean objectives 6 [Visuatman- [Toheableto |candescribe what |Hasevidence ofimple- [Reviews effective. [Trains others in the agementand luseappro-|ismeantby visual |menting visual manage- ness visual man-_ [appropriate use of control. {priate visual |managementand [ment and/ar control ina |agementand adjusts |vlsual management and management |whateffects canbe {process asappropriate. {contro techniques [expected toimprove processes and ‘communicate information, 7 [Workplace [Tobeablet [Can deseribethe _ |Hasevidence ofusing [Reviews effective. [Trains others in work optimization. optimize the |etfecton efficiency of |appropriate techniques |ness of workplace [place optimization feontentand [physical layout ata |toImprove workspaces, _loptimizationand —_{techniques. physical layour] process. for example, 55, spaghetti | adjusts appropri ofaworkspace diagrams, ately fora process © 150 2015 All rights reserved 27BS ISO 18404:2015, ISO 18404:2015(E) Table B.2 (continued) Index [Competency [Performance [Suggested evidence [Suggested evidence of | Suggested evidence [Suggested evidence of] lerteria. [otunderstandingthe applying the fofmanagingthe | trainingthe competency’ competency Competency _|competency @ |Teambasea [aaximizing [can describe the [Has evidence ofbulding [Evidence ofactive [Trains others inthe problem |theuseot importance ofteams [teams communicating [team communication Importance of team oving, —fteamstats Jandteam-basedprob- withtesmsandusing land management. based approaches. inprocess fiem-solvingin uean | team-based approaches in| including analysts of improvement. [approaches fscontnual improvement. [team roles and use of environment sults, forexample, etn team roles, 9 implement’ Ensures Gan describe a method] ias evidence of appro- | Manages changes [Trains others nthe use Ingtean strategic roalignacivtywith:|priateuse ofsuchtech- |tocrpantzaion to |ofappropriat tech rproaches. fatignmentot |strategyeg Hoskin |mique() fensurealignment |riques suchas policy setviy [ant (potcy deploy feith strategy. |deplyment matress ment matin a Planning, [Can describe the | Demonstration ofmon- | Notapplicable | Notapplicable monitoring implementation pan toring and review ot land adjusting [and review process. implementation against sctvity to pln, deflation of any lave required Fequiredadustments improvements. lansand implementation ofresalting actions 10 [anaiysisor [Tobeabievo |candeseribethe dit [Hasevidence ofthe |Managesthe use [Trains appropriate ac. feleccand. [ferenttoolsand when |correctselecionand use |ofappropriate [analysis techniques, lspiythe feheyareused (or lofappropriateanatysls [techniques in ean {for example, Ishkawa's correcttools example ishkawas techniques. implementations, |seven quality tools foranaiete: [seven quality tool) 11 [Riskanatyss [To wnderstand [Deserbeswhatis [Demonstration ofrisk_|Notappliable | Notapplieale the concept of meant by risk and identification ina process riskina Lean [how it applies to Lean |change. activity implementations 12 [sustainment. [Sustaining [éandeseribean [Demonstration ofappro- |Notapplicable | Notapplicable improvement [appropriate review | priate review methods, in processes. |methoa,such as daily |such as workplace aus, workplace audits, [dally after action reviews, weekly team reviews, |weekly teamreviews. 13 [Motivating [Understand [Describes possible [Demonstration ofhow |Notapplicable | Notapplicable others. |howtomoti- approaches such as | such appraaches have vate individu- {identifying individual |been deployed and the Jaisandteams |drivers,creating outcomes. toprogress [shared vision, shared towards objec-|goals, understanding tives Appropriate incentives and consequences. 14 [Managing [Appropriate [ean deseribe the use Has evidence of deploying [Manages processes | Not applicable productive useoftech- ottechniques such | techniques such as SMED.|over the long term to time, niques suchas Jas SMED and OBE to |and OBE to maximize use- | deliver the customer JOEE and SMED |maximize useful time |fultime in processes. | demand using eff- jo optimize lin processes. ciency and effective tastul the. ness approaches 15 [Workioad [otanning _|candescribetech- | can demonstrate use of [Manages pracesses | Not applicable planning, workload [niques suchashei- | workload planning to over the short term Jand resource |junka boards to plan | meet targets. todeliverthe cus ftoachieve activity and required tomer demand using required [resource efficiency and effec targets. tiveness approaches, 16 |Seifreview [Tobeablete [Todescribeown |Tohavedemonstrated |Notapplicable | Notapplicable andselt-de- understand |strengthsand plans _|selF-review and suitable velopment. own strengths |for self-development. | actions taken. land areas requiring development. 17 |ueantech- [Understands [Gandeseribe appro- [Demonstration of appro- [Reviews use of Lean [Trains others touse niques. Jandactively |priateuse of Lean |priateuse of Lean tools |toolssuchas current |Lean tools such as cur- |supports Lean [tools,such as current |suchascurrentstate_|state VSM, future | rent state VSM, future mplemen- [state VSM, future |VSM, future state VS, | state VSM, 5S, visual |state VSM, 55, visual tations with [state VSM, 55, visual |55,visual management, |management, stand- | management, standard lappropriate management, stand- | standard work, ete ard work, ete ‘work techniques. [ard work, etc. 28 © 150 2015 ~ All rights reservedBS ISO 18404:2015 ISO 18404:2015(E) Table B.2 (continued) index] Competency [Performance [Suggested evidence |Suggested evidence of _|suggested evidence | Suggested evidence of criteria |ofunderstanding the applying the ofmanagingthe — |trainingthe competency competency competency competency 18 [Presentation [Theimpor- |Describesetfective [To demonstrate the plan- [Demonstration that_ [Delivery of training Jandreport |taneeor | waystostructure _|ning and delivery ofpres- |the Lean expert eval- [on presentation and ingskils. communicat- | presentations and [entatlonsand reportsto _|uates presentations. reporting techniques, Ingettectively |reports to meet {aifferentauiences and to |and reports and, ostakehold- [required purposes measure the effectiveness |where necessary, fersthrough [with theexpected ofthese presentations |recommends appro: presentations |audience, land reports priate improvement nd reports in ctvity order todrive the achieve ment of project objectives B.3 Lean expert The role of the Lean expert is to support the Lean leaders in the application of Lean principles and the selection and use of techniques required. In particular, the Lean expert will a) lead improvement initiatives as required, b) determine if any training activities are appropriate and effective, )_ provide training in Lean approaches to Lean leaders as required, ) assist in the identification of suitable areas for Lean implementation, ©) _assist in periodic reviews of the implementation, f) provide ‘internal’ consultancy in Lean, g) provide support so that improvements identified are realized and maintained, h) coach and mentor the Lean leaders in the implementation of Lean principles and the selection and use of the techniques required, i) work regularly with senior management to build Lean awareness, Lean skills and support for implementation, j) perform Lean audits at site level and use the results to identify future Lean events, Kk) benchmarking, and 1) _ instigate/coordinate reward and recognition as appropriate. © 150 2015 All rights reserved 29BS ISO 18404:2015, 1SO 18404:2015(E) Table B.3 — Lean — Lean expert competencies Index] Competency [Performance [Suggested Suggested evidence] Suggested evidence [Suggested evidence of leiteria evidence of under-|ofapplying the {ofmanaging the com- |training the competency Standingthe competency petency competency 1 |nderstand: [Abietoexplain|Can explain he [Notapplicable __ |Bvidenceofcomma. _ [Evidence of raining Lean fngand |thebenefits | benefitsof Lean for nicatingeffectivelyto {benefits on a regular basis. communica: fusing Lean | value streams and team workinginan ingexpected |(overall/gen-_|in organizations, impravement activity venefitsof feral terms). inching such con the benefits of Lean, ean ceptsas teduced Tead time, cycle time, operating ‘expense. Inerensed capacity, productiv ity and quality. tistoryof —|ttasknowl- [Can deseribethe [Notapplicable | Notaplicable Evidence of training the ean ledge ofthe [origins of Lean. history of Lean on regular lorigins and hasis develop: rent of Lean approaches. 12 [Appiyingthe [cantransiate [Explainshow Lean [Has evidence ina [Evidence of managing_ | Evidence of presenting the knowtedgein|/benetitsto |canbenefitthe | specific situation of others to apply Lean |local aplication of Lean practice.” |thespecitic |specificenviron- | diagnosing the areas | thinking. Can explain [approaches in the organiza situational |mentorsector, _|ywhere benefits will. how Lean canbe | tion and championing their lenvironment dentiying the Issues neal lorganizations which affect quality cost land delivery land designing Improve ‘can demon. strate using data how much improves ment will be [achieved ‘what will/does Leandeliverto the individual's organization and Its eustomers/ stakeholders, (Can describe how ous data to quan: tity improvements. be delivered and to which stakeholders, Evidence of using sake times cyele eimes and statfing requirements. Can identity best repeat able times for pro cesses operations, as used data appropriately fo demonstrate improvements. applied to the specific ‘what will/aoes Lean ‘eliverto the individ uals organization and Rs customers, Can understand and employ takttimes,cyele times and staffing require ments. Canunderstand best repeatable times and use to budget resource requirements, Has evidence of eom- ‘municating benefits atmanagement and ‘executivelevel using appropriate data Implementation Evidence of training others ‘on how to use data fo quan Lily improvements. 2 [candescribe [Candescribe Lean [Can apply Lean prin- [Canapply Lean prin- | Evidence of training others the Lean prin- |prineiples define |eiplestoaspecific [ciples toastrategic {to describe Lean principles ‘ciples. Yalue,understand_ situation situation. define value, understand the value stream, ‘the value stream, ereate (create low, create flow, ereate pull strive for ‘pull strive for perfection perfection 2a Vatue Defines valuein |Hasevidence of |Canmanage valuein [Evidence of training others theeyesofthe identifying and lim-|theeyes ofthe cus-_|on howto define value in customer, the inating waste from | tome, identifying what the eyes ofthe customer, the transformation of | processes. 'svalueadd and whatis| transformation ofan unsats anunsatistied need non-value ad. fied need toa satisfied need, toa satistied need, ‘anbea product ora service. [ean bea product oF (Can entity and deseribe | serviee. Can iden necessary non-value-added tify and deseribe activities (NNVA) and waste necessary non-val: (forexample, Muda, Mur! tteadded activities Jand Mura) and value add and (NNVA) and waste ynonvalue added activities, Horexample, Muda, /eg.using an aeronym such Muri and Mura) and| ‘as TIM WOOD, WORMPIT, value-added and DOWNTIME, ete. on-value: added activities, eg. using {an acronym such as ‘TIM WOOD, WORM. PIT, DOWNTIME, 30 © 150 2015 ~ All rights reservedTable B.3 (continued) BS ISO 18404:2015 ISO 18404:2015(E) Index] Competency [Performance |Suggested ‘Suggested evidence [Suggested evidence | Suggested evidence of criteria” [evidence ofunder-| ofapplying the |ofmanaging the com- |training the competency Sstandingthe — |competency petency [competency 22. VValuestream. [Understandsthe Masevidence of |Managesthevalue | Training othersin valu valuestreamand |buildingacurrent [stream and can follow stream thinking, including theboundaries of |statevaluestream |anderitiqueavalue low to create a value stream Implementation. map or material _|stream map or material map or material and informa- ‘Thevaluestream |andinformation and information flow. |tion flow map. defining the stages |flow map from alive map ofa live process. foftranstormation | process, populating land the wastes |with appropriate alongthejourney, | stages, lows and usefully described. | numbers, build byavaluestream |a faturestatevalue map or material | stream map. [and information low map. 2 Flow. reatestlow, _|reateflow,can | Flow,can identify and_| Evidence of training others: remove thebar- {identify and remove |manage the removal of |ereate flow, can identity and ers, identified |the barriers,identi- |the barriers identified. |remove the barriers, identi- through seven |fied through seven [through even wastes, |fied through seven wastes, wastes, removal of |wastes, removing |improving flow. removing workin progress lwork in progress |wark in progress between process stages and between process | hetween process laying out the workplace stages. stages and laying toimprove flow. Uses tec out the workplace to niques suchas value stream improve flow. Uses maps/material and infor techniques suchas mation flow maps, spaghetti ale stream maps/_ lagrams, work combination material and infor: charts, workload levelling, mation flow maps, JOHN circles to identity and Spaghetti diagrams, remove Muda (waste) work combination charts, workload levelling, Ohno cireles to identity and remove Muda (waste) (Can describehiow |Can demonstrate |Has evidence ofreview |Bvidence of training others to touseworkioad {use of workload _|ofprocess low to iden: |use workload ievellingtech- levelling techniques} levelling techniques rfy where workload {niques toimprove flaw toimproveriow. |toimprove low. |ievelling would be appropriate Fy Pal [Can describe [Can demonstrate [Can manage’puil. [Evidence of training others to pull-Givingthe — Jereationof pull ina Giving the customers _|manage pul’ Giving the cus customer what they| process. Gvingthe _|what they need, when |tomers what they need, when need, when they customers what they they need itDeploys _ |they need it. Deploys kanban need. Afamiliar |need,whenthey |kanban techniques to |techniques to transmitthe term would be |need' Uses kanban |transmitthe signal | signal rom a customer the kanban relatingto techniques totrans- |fromacustomero the [process [a signal froma cus- |mitthe signal rom | process, [tomer commencing |a customer o the thetransformation | process process, 25 [Can describe [Can deseribethe | Has applied Strives for perfection. [Evidence of training others ine strive for perfection. strive for per fection, Starting froma stand- ardized process, making continual Improvements, in quality, cost and delivery relentless desire to remove waste from the eurrent state and to sustain improve ments, seeking animproved next current state every day. standard work to processes, making Fepeated improve: ‘ments, in quality, cost and/or delivery, relentless removal of waste from the feurrent state seek ;ngan improved next current state every day. Demonstrates contin ual improvements in ‘quality, cost and deli ery. Relentless removal of waste from the cur= rentstate Seeking an Improved nexteurrent state every day. howto strive for perfection, [Train others in the area of continual improvements in ‘quality, cost and delivery Relentless removal of waste rom the current state seek ing an improved nexteurrent state every day. © 150 2015 All rights reserved 31BS ISO 18404:2015, ISO 18404:2015(E) Table B.3 (continued) index] competency [Performance [Suggested Suggested evidence Suggested evidence suggested evidence of criteria [evidence ofunder-[orapplyingthe |efmanaging the com: | training the competency Standingthe Jeompeteney” | petency” competency 3 [Statehotder fronave _ [Describestypes _ Tohave demon. [Demonstration of | Demonstration of raining management |knowledge of lotstakenolder strated proactive |eoatinuousstakebolder| sessions on stakeholder stakeholder landappropriate andcontinual (management and mon- management techniques and management techniques or fassesamentot___ |ttoringusingappropr- | methods. fechniques |stakeholderman- [stakeholders status [ate techniques npursuitor agement npursult of opera: lperational tional goals. goats 31 [Communica [Understands can describe the |itasevidence ofthe |Hasevidence of plan- | Trains communication fionskil” importance, [importance ot fuse otapproprite, [ning iniatingand” | approaches jistrand. communication — |eammunication|progresing sppropr- buideskuisin|sitsinLean [approacheswith |ste communications. others implementations |teamsand individ and consequences uals ot poor commun cation, “2 Jebange _|Candeseribe [Can explain change [Has evidence of [as evidence ofanal- [Trains others in the impor effectson change curve. {curvethinkingand |analysisofstuation |ysisof situation and | tance of the transton individu, Iettectanany [based onunder- [planning otactions [process change inciading |standingofchange [based on understand- Leanimplementa- |process.e.transi- |ingof change process, ion on curves/change eg: transiton curves/ eurvestohelp [ehangecurves. explain atiuies and/or actions of self 33 [enangear [importance [Canexplainshe [wrivenevidence [Writtenevitence | Trains others the need for organs: Joteaturat |importance of fotidentuication of [otidentficationof | cultural change. ional tevet, Jenange. |cutturatchangeia fanalysisotealtaral possible issues of animplementa. |stateandidentif. |¢halenges encountered tions ratherthan |eation of cultural lin practice and any individual change |issues which ned o | plan of ation required lorprocess change. [Deaddressed. [Sea result. Evidence of sctlon taken, including monitoring of effective ess and refinement of plans 4 | Measurement|Setectingand [candescribethe [iasevidence of [Not applicable Trains others inthe appro Jafpracess collctingdata|factorswhichare |sslecton and collec prise collection metbads far performance. [for process important indata [ton ofapproprate at. improvement. |cotection for | data. example sample Sze sample uning sampling method, a importance can describe the |Hasevidence of | Manages processes or [Trains others inthe appropr- lotcommuni- |metriesusedin” _ fealelation of appro-|teams using appropri- |ateuse of ean metrics. {cating sppro- [current staediag. [priste metrics and. |stemetrics Comm priate metrics |nostsand workload {their use improve |nleates such metrics {sed in ean |[planning.eg. [processes and quan- [appropriately to teams implementa: customer demand, |tfy improvements, |invisual manner tions eycltimes, tak ments, detect rate, fares, rework 5 [ereauwny |Understands [Describes the Evidence ofuse of _|Notapplcable rains others in reality in theneedto |aliferentthinking_|this approach thinking approaches. apply creative |modes (eg creative {inking |and analytical) proaches to [purse Lean objectives, 32 © 150 2015 ~ All rights reservedTable B.3 (continued) BS ISO 18404:2015 ISO 18404:2015(E) Index] Competency [Performance |Suggested ‘Suggested evidence [Suggested evidence | Suggested evidence of criteria” [evidence ofunder-| ofapplying the |ofmanaging the com- |training the competency Sstandingthe — |competency petency [competency 6 |Visuatman- [Tobeableto [Can describe what Reviews effectiveness [Trains others in the appropri agementand {use appro-|ismeant by visual | implementing visual /of visual management ate use of visual management control. |priatevisual |managementand |managementand/or | and adjusts as appro-_|and control Fnanagement |whatelfects eambe | control ina process. [priate fechnigues expected. toimprove processes and communicate information 7 [Workplace [Tobeabiero [Candeseribethe |Hasevidenceot [Reviewseffectivencss [Traine others in workplace optimization. optimize the Jeffecton efficiency |usingappropri- | af workplace opti- [optimization techniques. feontentand Jotphysical layout of| atetechniques to |inization and adjusts physica layout |a process. improve workspaces. | appropriately. Jota workspace For example, 58, spa for aprecess. het diagrams @ [Teampased [Maximizing [Candeseribe [Hasevidenceot [evidence of active team [Trains others inthe problem |theuse of |theimportance buildingteams, _|communicationand | importance of team-based solving, |teamskills ofseamsand communicating [management inccing |approaches, Inprocess — |teambased prob-|withteamsand_ | analysisofteam roles ‘improvement. |lem-soivingin Lean |usingteam-based [and use of results, for approaches approaches ina con- {example Belin team fnualimprovement roles. environment 9 implement [insures |Candescribea | Hasevidenceot |Manageschanges [Trains othersinthe use ingtean strategic [method toalign | appropriate use of [to organization to | of appropriate techniques approaches. lalignmentof activity with» |sueh technique(s)-__ [ensure alignment with |suchas policy deployment activity. rategy.°3, strategy matrices, joshin Kani (policy deployment mattis), 94 Planning, |Gandescribethe [Demonstration of _ | Not applicable Notapplicable monitoring implementation | monitoring and andadjusting [plan and review | review ofimplemen- activity to [process ationagainst plan, rive required definition of any improve- required adjust ments ments to plans and implementation of resulting actions 10 [anatysisor [To beabieto [candeseribethe [Hasevidenceorthe [Manages the use of [Trains appropriate analysis data, sclectand different tools | correct selection and | appropriate techniques | techniques, for example, apply the [andwhen they are |useofappropriate Jin Lean implementa- | kawa's seven quality tools. feorrecttools used (forexample, |analysis techniques. |tions. oranalysis. |Ishikawa's seven quality tools) 11. |Riskanalysis.|To understand [Describes what is [Demonstration of [Not applicable Evidence of training others in the conceptot |meantbyriskand | risk identification in the feld of risk management. fiskina Lean [how itapplies to. | process change activity. |Lean implementa tions 12 [sustainment [Sustaining [Candeseribean [Demonstration ot | Manages the sustaln- | Trains others in how to [improvement |appropriate review | appropriate review |mentof improvement |develop and implement a inprocesses, [method suchas |methods,such as [by others using sustainable process improve daily work place audits, weekly tear] workplace audits, daily after action reviews, weekly team reviews, standard review methods, such as workplace audits, daily alter action reviews, ‘weekly team reviews omaintain improved performance © 150 2015 All rights reserved 33