What You Need to Know About Pyzdek Institute LLC

The Pyzdek Institute is an accredited organization that offers online as well as coached Six Sigma training and certification. The institution is culmination of Thomas Pyzdek decades of work involving process excellence activities and Lean Six Sigma. Pyzdek has authored several books widely regarded as authoritative sources in process excellence. These books include; The Six Sigma Handbook, The Handbook of Quality Management, as well as The Quality Engineering Handbook. With a career within the quality management industry spanning over 45 years, Pyzdek is undoubtedly an expert in the field.

Online training platform

The Pyzdek Institute runs the online repository of quality and process improvement information SixSigmaTraining.com. The portal contains a catalog of published work by Pyzdek as well as a host of other experts in quality and process improvement. Unlike many other online training platforms, the information, video tutorials and other resources on the website are free of charge. The site doesn’t require any registration to gain access and encourages a significant level of interaction thanks to integration with various social media platforms.

Courses offered and accreditation

The Pyzdek Institute has received certifications from The International Association for Six Sigma Certification (IASSC) as well as The Council for Six Sigma Certification to provide all levels of Lean Six Sigma certification. The institution has tailor-made training programs, offered either as self-study online packages or on coached basis.  The training leads to certification starting from white belt, yellow belt, green belt and finally culminates to black belt certification in Lean Six Sigma. Get in touch with us now for more details.

GD Star Rating
loading...

Six Facts About Six Sigma

Six Sigma symbol and text over blue circle background.

Six Sigma Training has been around since the 1980’s and continues to gain popularity with businesses looking to reduce variability and waste in production. Many employers look for resumes that include Six Sigma Training when hiring.

Thomas Pyzdek took the concepts of Six Sigma, and Lean, and created a training system for each, and a combination of the two. This training is available worldwide in an online version. Research indicates online training is an effective delivery systems with unique benefits. If you are considering enrolling in a Lean, Six Sigma, or a Lean Six Sigma course, here are six things you should know.

  1. ASQ (The American Society for Quality) conducted a salary survey in December 2011. The study verified that certified Six Sigma Black Belts earn about $16,500 more per year than their non-certified counterparts.
  2. You will have to commit your time, not just your money, to this process. Most people can complete the online course work in about 180 hours.
  3. While there are levels to Six Sigma–White Belt, Yellow Belt, Green Belt, and Black Belt– you do not have to proceed through the belt levels. You can enroll in and complete the Black Belt level with no prerequisites.
  4. The Pyzdek Institute requires no educational requirements for enrollment in the Six Sigma classes; although they recommended that you have a passing grade in high school algebra.
  5. The differences between Lean Six Sigma Black Belt training and Six Sigma Black Belt training is an additional ten training modules. These Lean modules provide the understanding of how value flows throughout a system.
  6. The Pyzdek Institute awards three individual certificates. Bronze for completing the training, Silver for passing the exam, and Full Certification when you complete a real-world project. Many employers prefer you to complete your project with them. These certification options allow you to complete your training and exams, before completing a project with the employer of your choice.

Beware! Not all online training is good training. When you are seeking an online source for your Six Sigma and Lean Six Sigma training, enroll with a training company that has proven success, The Pyzdek Institute. Contact us today for your best Six Sigma training options.

GD Star Rating
loading...

Why Choose Online Training Instead of Classroom Training — Advantages of E-Learning

Why Choose Online Training Instead of Classroom Training

There is very little doubt that online training is different from traditional classroom training, but each one has its own advantages and disadvantages. However, the numerous advantages of modern online training — often called e-learning — is undeniable. In today’s fast-paced world, e-learning provides a great deal of freedom that a traditional classroom setting lacks. Here are several advantages to opting to go with online training instead of classroom training.

1. Online learning requires no trainer/teacher. You can learn at your own pace by yourself.

2. With online training, you are not chained to one geographic location. You can learn from anywhere in the world and not have to report to a physical classroom in one specific city.

3. When learning in a classroom setting, the teacher/trainer usually only goes over things one time. If you are not listening, or you miss something, then you do not have a chance to repeat it. With online learning, you can reread or repeat things multiple times so you never miss a step.

4. Updates and changes via e-learning are quickly communicated on a global scale. You don’t have to show up at a classroom to learn about changes.

5. Classroom materials, such a papers and books, do not excite and motive like e-learning options. Online training courses are often composed of videos, interesting visuals, friendly audio narration and gaming inter-activities.

6. There is very little doubt that e-learning is exceptionally cost-effective. It also gives you the ability to reach a global audience by utilizing translation software. Language barriers are quickly overcome in the online classroom.

7. There is no reason to hire Training Managers to make costly trips to provide classroom training in various regions around the globe. With e-training, a global audience is automatically reached.

8. With most people’s hectic schedule, fitting in time to travel to a classroom and learn is virtually impossible. With online classroom training, you set your own pace and schedule. You learn from the comfort or your own home where you can multi-task or halt the training session to address other issues and then resume at a later time.

9. Human trainers have good days and bad days. Often students feel like they don’t click with a specific trainer because of personality conflicts. With e-learning, you have a learning platform that is not unbalanced and does not rely on human emotions.

Please contact us to request more material. We will happy to answer all of your questions.


Lean Six Sigma White Belt Training and Certification

Become a Certified Lean Six Sigma White Belt!Lean Six Sigma White Belt

Price: $99.00

SKU: L6SWB


Lean Six Sigma Yellow Belt Training and Certification

Lean Six Sigma Yellow Belt

Lean Six Sigma Yellow Belt Training and Certification Payment Plan

Price: $110.00

SKU: L6SYBPMT

6 monthly payments

Lean Six Sigma Yellow Belt Training and Certification

Price: $595.00

SKU: L6SYB

Single payment. Get 1 month FREE!


Lean Six Sigma Green Belt Training and Certification

Lean Six Sigma Green Belt

Lean Six Sigma Green Belt Training and Certification Payment Plan

Price: $175.00

SKU: L6SGBPMT

Lean Six Sigma Green Belt Training and Certification

Price: $1925.00

SKU: L6SGB


Lean Six Sigma Black Belt Training and Certification

Lean Six Sigma Black Belt

Lean Six Sigma Black Belt Training and Certification Payment Plan

Price: $250.00

SKU: L6SBBPMT

Lean Six Sigma Black Belt Training and Certification

Price: $2750.00

SKU: L6SBB


 

GD Star Rating
loading...

Six Sigma Roadmap for Small Businesses

Many Six Sigma experts have expressed doubt that Six Sigma can be used effectively in small, or even in some medium-sized, organizations. However, while the approach to deployment must be modified, it is possible for small businesses to successfully implement Six Sigma. Here is how. At the outset, several givens must be in place:

  • The owner of the business supports Six Sigma completely and actively, and is willing to personally spend time on it
  • The company has a routine core of work that will benefit from the process rigor of Six Sigma.
  • The organization’s culture is open to change.

All businesses, but small businesses especially, must understand that Six Sigma is not a panacea. There are many aspects to business, and only some of them should involve Six Sigma. Business owners should not abandon their instincts, intuition, taste, feel for the market, competitive spirit, empathy with customers and employees, common sense or good judgment.

A business that wants to change must also meet three requirements:

  1. Tolerance for variation and the failures that result. Change requires variation; in fact, it is defined by it.
  2. “Slack,” i.e., spare resources that can be diverted to change-related activities.
  3. Redundancy built into its systems, so that the areas being changed can still provide essential stakeholder services.

Big companies meet these requirements easily. But such is not the case with all small businesses. Their approach to Six Sigma must be modified in the following respects.

Increasing Tolerance for Variation

Small businesses cannot afford too many mistakes. Many are flirting with the line between survival and success. Thus, when choosing Six Sigma projects, the leader should err on the conservative side, especially in the beginning. Follow the rule used by successful professional gamblers: “Do not risk more than you can afford to lose.”

Before embarking on the Six Sigma journey, small businesses will want to be sure their customers are shielded from any problems that changes might cause. Prior to deployment, they must be sure that they have installed basic quality systems. ISO 9000 has proven to be useful in this regard. When conducting Six Sigma projects, small businesses must take special care to insulate customers from unintended consequences. Also, they must be prepared to forgive and forget when mistakes are made. The safe path of the status quo may result in fewer mistakes, but it is not viable in the long run.

Slack is the amount of time the change agents (Green Belts and Black Belts) spend on Six Sigma project work. Typically, a company’s most scarce resource is human talent. Six Sigma change agents must be a company’s best employees, so slack is the most important category and the most difficult to come by. Likewise, a company must have the ability to cover the important duties of these key individuals (redundancy.) The company leadership team must prepare a plan for creating this redundancy and slack before it launches its Six Sigma effort.Creating ‘Slack’ and Redundancy

As a rule of thumb, a small business can begin deploying Six Sigma when it reaches a size where one person can devote one day per week to Six Sigma. Assuming an eight-hour day, this threshold is reached when total employment is 20 full-time equivalents (FTEs). This level of commitment is necessary to justify the time and money that must be spent training the change agent, educating the leadership and orienting employees.

This falls in line with what should be a small company’s maximum change agent commitment – 0.5 to 1 percent of its total employee hours (i.e., 20 employees [800 hours a week] means devoting no more than eight hours a week of one employee’s time to Six Sigma projects). The total time spent on change will be much greater than just the change agent’s, and will include time for team meetings and time spent by others implementing the changes. Too much change all at once can be disruptive to normal operations. The 1 percent rule will keep things manageable.

For companies with fewer than 100 employees, Green Belts should be added when total employment reaches 20 and 40 employees, rather than increasing the workload on a single individual. This is recommended for several reasons:

  • It is usually easier to create small amounts of slack in different areas than it is to replace 40 percent of a key person’s time.
  • It will create Six Sigma expertise in more areas of the company, which will help create a culture where Six Sigma can thrive.
  • It will be easier to work on cross-functional projects if there are trained people in more areas of the company.
  • It will more quickly create a change-agent community where people can learn from one another and share a common bond.

The company should consider rotating people through the Green Belt position, which will require additional training expenditures. Of course, a cost/benefit analysis should be conducted before investing in training additional people, but by then the company should have seen the benefits of Six Sigma and be willing to reinvest some of its gains to spread Six Sigma through the organization.

Growing Six Sigma

A company should stay with two or three active Green Belts – rotating Six Sigma projects among them – until the company reaches a size of about 140 employees. At this size it is large enough to have a full-time change agent, i.e., a Black Belt. Assuming that a company has two active Green Belts, its commitment to change will be 1 percent after the company hires its first Black Belt. (That is calculated as 5,600 hours x 1 percent = 56 hours, or one full-time Black Belt and two part-time Green Belts.)

It is not a good idea to replace all of the Green Belts with a Black Belt when the minimum for the 1 percent rule is reached at 100 employees. Black Belts do better when there are Green Belts with whom they can work.

Ideally the Black Belt should be chosen from the ranks of the company’s Green Belts, unless they are uninterested or clearly unqualified for the greater technical skills required of a Black Belt. An individual who not only has successfully completed Green Belt projects, but who exhibits a passion for the role is a good choice. The company will need to invest in Black Belt training, of course. Costs vary widely; a training program should be chosen on the basis of operational requirements as well as cost. If a Black Belt from outside the company must be hired, a knowledgeable consultant can help assess candidates.

As a company grows, its investment in Six Sigma process improvement projects should grow at a rate of one additional Black Belt and two additional Green Belts for every additional 140 employees. While a company has fewer than five or six Black Belts, the Black Belts should report to local supervisors.

However, when the company reaches approximately 700 to 840 employees, it should consider creating a formal Six Sigma organization headed by a full-time Six Sigma Champion. This individual should possess strong leadership skills and should report to the CEO. Black Belts are more effective when they report to a central Six Sigma organization. Typically, Black Belt success rates, measured by the value of completed projects and Black Belts who complete certification requirements, are about twice as high when Black Belts report to a Six Sigma Champion instead of a local or functional leader. There are two reasons for this. First, centrally reporting Black Belts are in a better position to work cross-functional projects. And second, local leaders often cannot resist the urge to have talented Black Belts work on their current local priorities, which, while important, are less urgent than Six Sigma projects.

Other Challenges

In addition to insuring a tolerance for variation and failure, and creating slack and redundancy, small businesses face additional obstacles not encountered by larger organizations. Two of the more daunting challenges are lack of expertise and the especially dynamic nature of small business. Here are some suggestions for dealing with these problem areas.

Inadequate Expertise – Use leverage to create “Super” Green Belts and to provide additional Black Belt support:

  • Invest in software and books on Six Sigma. This “expert in a box” approach is dangerous in the hands of amateurs or Six Sigma newbies, but it is a necessary risk.
  • Get help from large customer companies and suppliers. Caution: Tap into their expertise, but be wary of getting bogged down in their bureaucracy. Some Six Sigma programs have become remarkably hidebound.
  • Local college faculty often can help with statistical expertise. Caveats:
    • Six Sigma is not academic research.
    • Know when to cut the analysis and act.
    • The KISS rule (keep it simple, stupid) applies. Be sure the faculty member uses the simplest approach possible. Choose a person who can explain things in layman’s terms. (A good test might be to ask the candidate to explain binary logistic regression.)
    • The faculty member may not understand what Six Sigma is. The company’s Green Belts and Black Belts might need to guide him or her.
  • Use semi-retired experts. After 20-plus years of Six Sigma, there are plenty of people around who understand it and have used it. Find them.
  • Take advantage of free support: iSixSigma.com’s online discussion forums, articles and information; the International Society of Six Sigma Professionals (ISSSP), etc.
  • Cut travel costs by using online training and consulting.
  • Hire interns from local colleges or universities. Juniors, seniors or graduate students can provide a lot of help with number crunching, data gathering, preparation and cleansing, and many other time-consuming tasks.
  • Commission projects to be done by college students. Students are frequently assigned projects by their professors, and they are looking for partners. Be one.
  • Many individuals are working to be certified as Black Belts and have passed a subject matter exam, but they need successful projects. Small companies can provide project opportunities.

It is important that outsiders sign non-disclosure agreements before being given access to proprietary information. This requirement might need to be bent for professors at research universities.

Dynamic Nature of Small Business – Most Six Sigma projects take four to six months, which is often too long in a small business environment. However, long cycle times often are the result of big company bureaucracy. They are not a built-in limitation of Six Sigma. Choose projects carefully, sponsor them effectively and pursue them aggressively. A small business will find that it can successfully complete most projects in four to six weeks, instead of months.


Lean Six Sigma White Belt Training and Certification

Become a Certified Lean Six Sigma White Belt!Lean Six Sigma White Belt

Price: $99.00

SKU: L6SWB


Lean Six Sigma Yellow Belt Training and Certification

Lean Six Sigma Yellow Belt

Lean Six Sigma Yellow Belt Training and Certification Payment Plan

Price: $110.00

SKU: L6SYBPMT

6 monthly payments

Lean Six Sigma Yellow Belt Training and Certification

Price: $595.00

SKU: L6SYB

Single payment. Get 1 month FREE!


Lean Six Sigma Green Belt Training and Certification

Lean Six Sigma Green Belt

Lean Six Sigma Green Belt Training and Certification Payment Plan

Price: $175.00

SKU: L6SGBPMT

Lean Six Sigma Green Belt Training and Certification

Price: $1925.00

SKU: L6SGB


Lean Six Sigma Black Belt Training and Certification

Lean Six Sigma Black Belt

Lean Six Sigma Black Belt Training and Certification Payment Plan

Price: $250.00

SKU: L6SBBPMT

Lean Six Sigma Black Belt Training and Certification

Price: $2750.00

SKU: L6SBB


GD Star Rating
loading...