Six Sigma Stand 18404

INTERNATIONAL ISO
STANDARD 18404
First edition
2015-12-01
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 l’amélioration des processus — Six
Sigma — Compétences pour le personnel clé et leur organisation en
relation avec la mise en œuvre du Six Sigma et du Lean
Reference number
ISO 18404:2015(E)
© ISO 2015
ISO 18404:2015(E)

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ii © ISO 2015 – All rights reserved

ISO 18404:2015(E)

Contents Page
Foreword......................................................................................................................................................................................................................................... iv
Introduction...................................................................................................................................................................................................................................v
1 Scope.................................................................................................................................................................................................................................. 1
2 Normative references....................................................................................................................................................................................... 1
3 Terms, definitions, and abbreviated terms................................................................................................................................ 1
3.1 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
4.2 Skills and competency....................................................................................................................................................................... 2
4.2.1 Six Sigma.................................................................................................................................................................................. 2
4.2.2 Lean.............................................................................................................................................................................................. 2
4.2.3 “Lean & Six Sigma”........................................................................................................................................................... 2
4.3 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
6.5 Maintaining competence of key personnel...................................................................................................................... 4
6.5.1 Green Belts and Lean practitioners.................................................................................................................. 4
6.5.2 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
© ISO 2015 – All rights reserved iii

ISO 18404:2015(E)

Foreword
ISO (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
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electrotechnical standardization.
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
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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 ISO/TC 69, Applications of statistical methods,
Subcommittee SC 7, Applications of statistical and related techniques for the implementation of Six Sigma.
iv © ISO 2015 – All rights reserved

ISO 18404:2015(E)

Introduction
This International Standard sets out to clarify the required competencies for personnel and
organizations in Six Sigma1), 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.
© ISO 2015 – All rights reserved v

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 13053-2, 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.
3.1.1
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
CT critical to
DOWNTIME defects, overproduction, waiting, non-utilization of talent, transport, inventory, motion,

extra-processing
EDA exploratory data analysis
HOQ house of quality
OEE overall equipment effectiveness
PDCA plan, do, check, act
© ISO 2015 – All rights reserved 1

ISO 18404:2015(E)

PDM policy deployment matrix
SIPOC supplier-input-process-output-customer
SMED single-minute exchange of die
TIM WOOD 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

Six 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.
4.2.3 “Lean & Six Sigma”
See Annex C.
4.3 Experience
Appropriate evidence of relevant experience of an individual shall be recorded, validated, controlled
and maintained. Records shall be legible, readily identifiable and retrievable.
EXAMPLE A successfully completed Six Sigma project or parts 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
ISO 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 © ISO 2015 – All rights reserved

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” architecture
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
c) 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

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,
c) 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) maintain appropriate records of education, training, skills, competencies and experience.
5.5 Adequacy and continual improvement of organizational deployment

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,
c) review the achievement against these targets, and
d) review the continued relevance of the metrics and targets and update as appropriate.

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) support the Six Sigma, Lean or “Lean & Six Sigma” implementation, i.e. sponsor(s) and/or champion(s),
b) deploy and maintain the Six Sigma, Lean or “Lean & Six Sigma” implementation and continually
improve its effectiveness, and
c) 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, review and adjust appropriate resources for the Six
Sigma, Lean or “Lean & Six Sigma” measurement, analysis 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
c) 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.

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.
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
c) enable organizational learning and continually improve the effectiveness of the implementation.
This shall include determination of applicable methods and justification of these methods to the
appropriate authority, to include statistical techniques as appropriate and the extent of their use.
6.7 Maintaining 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.

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
c) possibly coach process operators (Yellow Belts) on process improvement methods and activities.
Table A.1 — Six Sigma — Green Belt competencies

Index Competency Performance Suggested evidence Suggested evidence Suggested evidence Suggested evidence
criteria of understanding the of applying the of managing the of training the
competency competency competency competency
1 Organi- Understands Describes the appro- Demonstrates the Not applicable Not applicable
zational the impor- priate identification identification of
benefits tance of using of the organization’s benefits on Green Belt
identification quantified local opportunities, the projects.
and prioriti- organizational benefits of removing
zation. benefits or goals concerns and the
to guide project relationship to an
selection. organization’s local
business goals and
how project/problem
selection relates to
these goals.
2 Business pro- Understands the Describes when and Demonstrates the Not applicable Not applicable
cess improve- use of Six Sigma where Six Sigma impact that Six Sigma
ment. to support would be an appro- has had on local organ-
organizational priate approach for ization.
strategy. process improvement
in the organization.
3 Change Understands Describes interaction Demonstrates partici- Not applicable Not applicable
management. the role of a between stakehold- pation in and commu-
Green Belt in ers and the change nication of change.
change manage- process in the Green
ment and the Belt’s project and the
importance of mutual impact of one
using a coherent on the other.
approach to
manage change.

ISO 18404:2015(E)

Table A.1 (continued)

4 Data Identifying and Describes the differ- Evidence of imple- Not applicable Not applicable
acquisition actively seeking ence between qualita- mentation of a plan to
for analysis. appropriate tive and quantitative acquire appropriate
information in information and the data.
various forms, benefits of quanti-
ensuring the fying performance.
validity of such Describe where data
information and might be found, how it
transforming is gathered and what
into data which analysis techniques
can be analysed might be used in the
in Compe- Green Belt’s project.
tency 22. Describe where or
how validity might
be compromised and
what actions might be
needed.
5 Leadership Importance Describes leadership Not applicable Not applicable Not applicable
development of developing development includ-
in self. leadership skills ing the following, as
in self. appropriate: self-as-
sessment, importance
of coaching, impor-
tance of mentoring,
personal development
plans.
6 Leadership Importance Not applicable Not applicable Not applicable Not applicable
development of leadership
in others. development in
others.
(See also Com-
petency 20).
7 Creativity Understands Describes the differ- Evidence of use of this Not applicable Not applicable
thinking. the need to ent thinking modes approach during a
apply creative (e.g. creative and project.
thinking analytical).
approaches to
pursue project
objectives.
8 Customer To understand Describes the differ- Demonstrates Not applicable Not applicable
focus. how and why ent types of customers the application of
to listen to as applied to the ‘customer focus’
the ‘voice of Green Belt project. approaches. For
the customer’ example, through the
(VOC). correct use of a ‘house
of quality’ and/or ‘crit-
ical to’ (CT) matrix.
9 Decision To recognize the Describes circum- Not applicable Not applicable Not applicable
making and importance of stances where
taking. decision-taking decision-taking is
and identify the required in a Green
decision-takers. Belt project and the
responsibility for
these decisions.
10 Interper- To support To know the factors Demonstrates the Not applicable Not applicable
sonal and effective affecting team effec- effective use of com-
team leader- interaction with tiveness, including munication techniques
ship skills. others including factors such as leader- in a Green Belt project.
stake holders. ship style, team roles,
personality types.
To work effec-
tively with oth-
ers to achieve
objectives.

ISO 18404:2015(E)


11 Motivating Understands Knows possible Demonstrates that Not applicable Not applicable
others. why it is impor- motivations such as such approaches have
tant to motivate identifying individual been deployed.
individuals and drivers, creating a
teams to pro- shared vision, shared
gress towards goals, understanding
objectives. appropriate incentives
and consequences.
12 Numeracy. To be profi- Describes the Demonstrates a sense Not applicable Not applicable
cient in the necessity to have of the size of order of
interpretation proficiency with magnitude and the
of numbers in numerical information sound basis of these.
the Green Belt to undertake a Green
project. Belt project. To calculate accurately
a range of calculations.
To recognize when it
is appropriate to use a
computer, and be able
to do so effectively.
To demonstrate that
calculated results are
reasonable.
To demonstrate
interpolations and pre-
dictions from the data
in projects, e.g. graphs,
diagrams, charts and
tables.
13 Practical The ability To describe appropri- To demonstrate the Not applicable Not applicable
problem to differentiate processes used appropriate use of
solving ate between to address different DMAIC and other
(opportunity different types types of problems. problem solving meth-
realization). of problems/ ods, qualifying the
opportunities Describes where this selection.
and choose is appropriate.
appropriate To participate in
approaches to process improvements
address them. having found the prin-
For example, cipal root cause.
acute/chronic To demonstrate the
or special successful application
cause/common of a variety of practical
cause. root-cause identifi-
To understand cation and sorting
how to apply techniques (e.g. the
root cause anal- five ‘whys’, Pareto
ysis techniques charts, fault tree anal-
to identify ysis, cause and effect
causal factors diagrams).
for process
improvement.
The ability to Describes solution Demonstrates use Not applicable Not applicable
put forward generation process of appropriate tech-
potential solu- used and how propos- niques to generate
tions and select als address the root solution(s) to identi-
and verify the causes identified. fied root cause(s), then
most appropri- sort, select and verify.
ate. Describes process
used to establish the
criteria for selection.
Describes the verifi-
cation process for the
chosen solution(s).

ISO 18404:2015(E)


To be able to Describes how to Demonstrates use Not applicable Not applicable
implement check that the chosen of appropriate
solution(s) and solution will work in techniques to check
verify benefit(s) practice (e.g. trials, solution(s) will work
delivered. pilot, experimentation in practice, then
etc.). implement and verify
benefit achieved.
Describes how to
implement the chosen
solution in practice.
Describes how to
check implementation
has addressed the root
cause and delivered
benefit.
14 Presentation Understands Describes effective Demonstrates the Not applicable Not applicable
and report- the importance ways to structure planning and delivery
ing skills. of communicat- presentations and of presentations, for-
ing effectively. reports. mal or informal, and
preparation of reports.
15 Process Understands To describe the pro- Demonstrates the Not applicable Not applicable
thinking the processes cesses and/or systems application of appro-
skills. and/or systems in which the Green priate process tools/
in which the Belt project operates techniques such as
Green Belt and the impacts the SIPOC, flow charts.
project operates project may have.
and the impacts
the project may
have.
16 Project man- Managing a Describes what con- To have demonstrated Not applicable Not applicable
agement. finite-time stitutes good project the effective manage-
improvement management skills. ment of a Six Sigma
activity with a Green Belt project.
defined group of
people.
17 Risk analysis. To understand Describes what is To have demonstrated Not applicable Not applicable
the concept meant by risk and how the identification of
of risk in a Six risks are evaluated risk.
Sigma project. and prioritized in a
Green Belt project. To have demonstrated
how to quantify and
prioritize risk.
18 Self-review To be able to To describe own To have demonstrated Not applicable Not applicable
and develop- understand own strengths and plans self-review and suita-
ment. strengths and for self-development. ble actions taken.
areas requiring
development.
19 Six Sigma To understand Describes the use and To have demonstrated Not applicable Not applicable
tools. the application application of these the correct selection
of Six Sigma techniques. and application of
tools and tech- appropriate Six Sigma
niques (refer tools and techniques in
to ISO 13053-1 a Green Belt project.
for appropri-
ate Green Belt
level).
20 Stakeholder To have Describes types of Not applicable Not applicable Not applicable
management. knowledge of stakeholder and
stakeholder appropriate tech-
management. niques for stakeholder
management.

ISO 18404:2015(E)


21 Statistical To understand Describes the appro- To demonstrate the Not applicable Not applicable
concepts. statistical priate application of appropriate applica-
concepts and statistical concepts in tion of statistical con-
methods and a Green Belt project. cepts in a Green Belt
use appropri- project, for example,
ately (refer to sample selection, sam-
ISO 13053-1 ple size determination,
for appropri- confidence level.
ate Green Belt
level).
22 Statistical To have Describes the use To demonstrate Not applicable Not applicable
software use. knowledge of and strengths of one proficiency in at least
the application, software package one currently-availa-
capabilities which runs statistical ble software package
and limitations analysis, including any which runs statistical
of at least one limitations. analysis, including the
statistical soft- sense-checking and
ware tool and presentation of analy-
situations when sis results.
it is appropriate
to use it.
23 Sustaina- To understand Describes the impor- To demonstrate steps Not applicable Not applicable
bility and the concept of tance of sustainabil- taken to ensure per-
control. control in a Six ity of implemented formance of improved
Sigma project. solution. process is sustained
over time.
A.2 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,
c) lead improvement projects or facilitate Green Belt projects using the DMAIC methodology,
d) train, coach and mentor Green Belts on DMAIC methodology and associated process improvement
techniques, and
e) to participate 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.

ISO 18404:2015(E)

Table A.2 — Six Sigma - Black Belt competencies

1 Organiza- Identification of Describes the appro- Demonstrates that Evidence of review Not applicable
tional benefits the importance priate identification the selection of each of Green Belt project
identification of using quanti- of the organization’s project is in agreement benefits and linkages
and prioriti- fied organiza- opportunities, the with these goals and to organizational goals
zation. tional benefits benefits of removing objectives. as appropriate.
or goals to concerns and the rela-
guide project tionship to an organi- Demonstration of
selection. zation’s business goals correct selection and
and how project/prob- use of prioritization
Selection lem selection relates techniques such as the
and use of an to these goals. following: prioritiza-
appropriate tion matrices, mul-
prioritization Describes appropri- ti-voting techniques,
approach. ate prioritization strategy grids.
approaches and tech-
niques and their use.
2 Business pro- Appropriate Describes the origins Demonstration of the Not applicable Not applicable
cess improve- use of Six Sigma of Six Sigma. impact that Six Sigma
ment. to support has had on organiza-
organizational Describes when and tion.
strategy. where Six Sigma
would be an appro-
priate approach for
process improvement.
3 Change Importance of Describes interaction Demonstration of Evidence of review Not applicable
management. using a coher- between stakeholders the identification of of Green Belt change
ent approach to and change process key stakeholders and effectiveness.
change manage- and the mutual impact the use of coherent
ment. of one on the other. approach to progress
change.
4 Leadership Importance Describes leadership Demonstrates Not applicable Not applicable
development of developing development includ- identification of any
in self. leadership ing the following, as gaps in required
skills in self. appropriate: self-as- own competencies to
sessment, importance progress change and
of coaching, impor- suggestions made for
tance of mentoring, appropriate action.
plans.
5 Leadership Importance Describes leadership Demonstrates identi- Not applicable Not applicable
development of leadership development in others fication of any gaps in
in others. development in including as appro- required competencies
others. priate: assessment, to progress change, in
coaching, mentoring, individuals, teams or
(See also Com- development plans. in organization, and
petency 20). suggestions made for
appropriate action.
6 Data acqui- Identifying and Describes where The demonstration Critical analysis of Not applicable
sition for actively seeking data might be of a plan to acquire existing data streams
analysis. appropriate found and possible appropriate data, the and suggestions of
information in formats (structured verification and vali- possible improve-
various forms, and unstructured). dation of such data, the ments.
ensuring the Describes how to manipulation of data
validity of such verify and validate into the appropriate
information and information and format to satisfy pro-
transforming manipulate data into ject objectives.
into data which appropriate formats.
can be analysed
in Competency
22.
7 Creativity To apply crea- Describes the differ- Evidence of use of this Critical analysis of Not applicable
thinking. tive thinking ent thinking modes approach during the suitability of chosen
approaches (e.g. creative and project. approach.
to define and analytical, divergent/
pursue project convergent) and
objectives. suggest appropriate
techniques to support
creative thinking.

ISO 18404:2015(E)


8 Customer To understand Describes the Demonstration of Reviews effectiveness Not applicable
focus. how and why different types of the application of of solutions to address
to listen to customers. ‘customer focus’ customer’s needs.
and capture approaches. For
the ‘voice of To understand the link example, through the
the customer’ between the VOC and correct use of the Kano
(VOC). the requirements of model and ‘house of
other stakeholders, quality’ and/or ‘criti-
e.g. operations and cal to’ (CT) matrices.
management.
9 Decision To recognize Describes circum- Demonstration of the Review of effective- Not applicable
making and the importance stances where appropriate usage of ness of decision mak-
taking. of decision-tak- decision-taking is the key elements of ing processes.
ing and identify required and the decision-taking (indi-
the deci- responsibility for vidual or group).
sion-takers. these decisions.
10 Interpersonal To support To describe the factors Demonstration that Review of effective- Not applicable
and team effective inter- affecting team effec- the Black Belt has ness of actions.
leadership action with tiveness, including studied their team
skills. others including factors such as leader- from the viewpoint
stake holders. ship style, team roles, of the interpersonal
personality types. skills deployed, taken
To work effec- appropriate action
tively with oth- and demonstrated a
ers to achieve positive effect.
objectives.
11 Motivating Understands Describes possible Demonstration of how Review of suc- Not applicable
others. how to motivate approaches such as such approaches have cess of motivation
individuals and identifying individual been deployed and the approaches.
teams to pro- drivers, creating outcomes.
gress towards shared vision, shared
objectives. goals, understanding
appropriate incentives
and consequences.
12 Numeracy. To be proficient Describes the A demonstration of To demonstrate that Not applicable
in interpre- necessity to have the sense of the size they have assessed
tation and proficiency with of order of magnitude numeracy skills in Six
manipulation of numerical information and the sound basis of Sigma projects, identi-
numbers. to undertake a Six these. fied gaps and ensured
Sigma project. these are addressed
To calculate accurately appropriately.
a range of calculations.
To recognize when it
is appropriate to use a
computer and be able
to do so effectively.
To demonstrate that
reasonable.
To demonstrate
tables.

ISO 18404:2015(E)


13 Practical The ability To describe appropri- To demonstrate the To review effective- Not applicable
problem to differentiate processes used appropriate use of ness of problem-solv-
solving ate between to address different DMAIC and other ing within project
(opportunity different types types of problems. problem solving meth- team(s).
realization). of problems/ ods, qualifying the
opportunities Describes where this selection.
and choose is appropriate.
appropriate To complete process
approaches to improvements having
address them. found the principal
root cause and evalu-
For example, ated the costs associ-
acute/chronic, ated with implementa-
or special tion compared to the
cause/common costs of the problem
cause. itself.
To understand To demonstrate the
how and when successful choice and
to apply root application of various
cause analysis practical root-cause
techniques to identification and sort-
identify causal ing techniques (e.g.
factors for pro- the five ‘whys’, Pareto
cess improve- charts, fault tree anal-
ment. ysis, cause and effect
diagrams).
The ability to Describes solution Demonstrates use Demonstration of Not applicable
put forward generation process of appropriate tech- review and check of
potential solu- used and how propos- niques to generate solution generation
tions and select als address the root solution(s) to identi- and selection process.
and verify the causes identified. fied root cause(s), then
most appropri- sort, select and verify.
ate. Describes process
chosen solution(s).
To be able to Describes how to Demonstrates use Demonstration of Not applicable
implement check that the chosen of appropriate tech- review and check of
solution(s) and solution will work in niques to check that solution implementa-
verify benefit(s) practice (e.g. trials, the solution(s) will tion and verification
delivered. pilot, experimenta- work in practice, then process.
tion, etc.). implement and verify
benefit achieved.
Describes how to
Describes how
to check that the
implementation has
addressed the root
cause and delivered
benefit.
14 Presentation The importance Describes effective To have demonstrated To have measured the Not applicable
and reporting of communicat- ways to structure the planning and effectiveness of these
skills. ing effectively presentations and delivery of presenta- presentations and
to stakehold- reports to meet tions and reports to reports.
ers through required purposes different audiences.
presentations with the expected
and reports in audience.
order to drive
the achieve-
ment of project
objectives.

ISO 18404:2015(E)


15 Process think- The need to To describe the pro- Evidence of using Evidence of reviewing Not applicable
ing skills. define the scope cesses and/or systems process thinking tech- use of process analysis
and ownership in which the Black niques such as SIPOC. techniques.
of a process. Belt and/or Black Belt
project operates. To describe how skills
Planning and gaps in process man-
managing To describe what con- agement may impact
available stitutes good process process performance.
resources and management skills.
process activity
in support of
objectives using
measurement
to achieve out-
comes.
16 Project man- Managing a Describes what con- To have demonstrated To have reviewed and Not applicable
agement. finite-time stitutes good project the effective manage- managed delivery of
improvement management skills. ment of a Six Sigma key project metrics
activity with a project. such as time cost and
defined group resource.
of people.
Coordinating
their activities
to meet the
phase and
overall require-
ments.
17 Risk analysis To understand Describes what is To have demonstrated To have demonstrated Not applicable
and manage- the concept of meant by risk and how the identification of how risk has been
ment. risk and how risks are evaluated risk. managed.
to manage it and prioritized.
in relationship To have demonstrated
to a Six Sigma Explains how risks how to quantify and
project. should be proactively prioritize risk, e.g.
managed in pursuit of through use of FMEA.
project objectives.
and develop- understand strengths and plans self-review and suita-
ment. own strengths for self-development. ble actions taken.
and areas
requiring devel-
opment.
19 Six Sigma To understand Describes the use and To have demonstrated To review the use of Not applicable
tools. the application application of these the correct selection suitable techniques.
of Six Sigma techniques. and application of
tools and tech- appropriate Six Sigma
niques (refer to tools and techniques in
ISO 13053-2). previous projects.
20 Stakeholder To have Describes types of To have demonstrated Not applicable Not applicable
management. knowledge of stakeholder and proactive and con-
stakeholder appropriate tech- tinual assessment of
management niques for stakeholder stakeholders’ status in
techniques in management. pursuit of operational
pursuit of oper- goals.
ational goals.
21 Statistical To understand Describes catego- To demonstrate the Review the use of sta- Not applicable
techniques. statistical ries of statistical appropriate applica- tistical techniques in
techniques and techniques for process tion of statistical tech- process improvement.
methods and improvement such niques and methods in
use appropri- as the following: process improvement.
ately. descriptive statistics,
inferential statistics,
exploratory data anal-
ysis (EDA).

ISO 18404:2015(E)


22 Statistical To have knowl- Describes the use and To demonstrate profi- Not applicable Not applicable
software use. edge of the capabilities of one ciency in at least one
application and statistical software statistical software
capabilities of package. package currently
their statistical available, including
software tool the sense-checking
and situations and presentation of
when it is analysis results.
appropriate to
use it.
23 Sustainability To understand Describes the impor- Demonstrates effec- Reviews the control Not applicable
and control. the concept of tance of sustainabil- tiveness of steps taken phase of DMAIC pro-
control in a Six ity of implemented to ensure performance jects.
Sigma project. solution. of improved process is
sustained over time.
A.3 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,
c) provide training in 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,
e) assist in the determination of the scope of the selected improvement project,
f) 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

criteria of understanding the of applying the of managing the of training the com-
competency competency competency petency (evidence of
training one or more
of the following)
1 Organi- Identification of The appropriate Demonstrates that Demonstrates the Demonstrates delivery
zational the importance of identification of the the selection of each appropriate quantifi- of training on benefits
benefits using quantified organization’s oppor- project is in agreement cation and monitor- identification, quanti-
identifica- organizational tunities, the benefits with these goals and ing of the alignment fication and manage-
tion and pri- benefits or goals of removing concerns objectives. between the benefits ment which meet the
oritization. to guide project and the relationship from projects and organizational needs.
selection. to an organization’s organizational goals.
organizational goals
and how project/prob-
lem selection relates
to these goals.

ISO 18404:2015(E)


of the following)
Selection and use Describes appropri- Demonstrates correct Demonstrates mon- Demonstrates delivery
of an appropriate ate prioritization selection and use itoring and main- of training on prior-
prioritization approaches and tech- of prioritization tenance of project itization methods and
approach. niques and their use. techniques such as the priorities and their techniques which meet
following: alignment with organi- the organizational
zational priorities. needs.
prioritization matri-
ces;
multi-voting tech-
niques;
strategy grids.
2 Organi- Appropriate use Describes the origins Demonstrates the Demonstrates the Demonstrates
zational of Six Sigma to of Six Sigma. impact that Six Sigma deployment of Six training sessions
process support organi- has had on the organ- Sigma process on organizational
improve- zational strategy. Describes when and ization. improvement pro- process improvement
ment. where Six Sigma gramme to improve methodologies and
would be an appro- performance. their integration and
priate approach for relationship with Six
process improvement. Sigma.
Knowledge Describes other Demonstration of Demonstration of the Not applicable
of different applicable process the appropriate integration between
approaches and improvement meth- selection use of other various organizational
their expected odologies and how approaches. process improvement
effects to enable they could be used methodologies as
appropriate together. appropriate.
selection and
application of
an integrated
approach.
Extension of Describes how the Demonstrates consid- Evidence of structured Evidence of training
strategic view whole value chain will eration of opportuni- approach to process others in the appli-
of process benefit from holistic ties in the extended improvement in the cation of process
improvement approach to process value chain for holistic extended value chain improvement methods
into the value improvement. improvement. (customers/suppliers/ in the value chain
chain beyond the partners). (customers/suppliers/
organization’s partners).
boundaries (cus-
tomers/suppli-
ers/partners).
3 Change man- Importance of Describes interaction Demonstration of Demonstration of Delivery of training on
agement. using a coherent between stakeholders the identification of contribution to the ini- change management
approach to and change process key stakeholders and tiation, execution and approaches including
change manage- and the mutual impact the use of coherent embedding of change stakeholder manage-
ment. of one on the other. approach to progress in the organization. ment.
change.
Development and
maintenance of an
action plan to progress
change.
4 Leadership Importance Describes leadership Demonstrates Not applicable Not applicable
development of developing development includ- identification of any
in self. leadership skills ing the following, as gaps in required
in self. appropriate: self-as- own competencies to
sessment, importance progress change and
of coaching, impor- suggestions made for
tance of mentoring, appropriate action.
plans.

ISO 18404:2015(E)


of the following)
5 Leadership Importance Describes leadership Demonstrates identi- Demonstration of Delivery of training on
development of leadership development includ- fication of any gaps in the management of leadership develop-
in others. development in ing the following, required competencies leadership programme ment.
others. as appropriate: to progress change, in to progress on filling
assessment, coaching, individuals, teams or competencies gap.
(See also Compe- mentoring, personal in organization, and
tency 20). development plans. suggestions made for
appropriate action.
Demonstrates coach-
ing and mentoring of
other belts.
Demonstrates the
development of other
coaches (‘coach’
coaches).
6 Data acqui- Identifying and Describes where The demonstration Demonstration of the Delivery of train-
sition for actively seeking data might be of a plan to acquire management of entire ing session on data
analysis. appropriate found and possible appropriate data, the process for data acqui- acquisition, creation,
information in formats (structured verification and vali- sition process, verifi- verification and vali-
various forms, and unstructured). dation of such data, the cation and validation dation and manipu-
ensuring the Describes how to manipulation of data and the manipulation lation methods and
validity of such verify and validate into the appropriate of the data. techniques.
information and information and format to satisfy pro-
transforming into manipulate data into ject objectives.
data which can appropriate formats.
be analysed in Critical analysis of
Competency 22. existing data streams
and suggestions of
possible improve-
ments.
7 Creativity To apply crea- Describes the differ- Evidence of use of Demonstrates that Delivery of training
thinking. tive thinking ent thinking modes this approach during creative thinking is session on different
approaches (e.g. creative and project and critical systematically used thinking modes.
to define and analytical, divergent analysis of suitability in Six Sigma process
pursue project and convergent) and of chosen approach. improvement activity.
objectives. suggest appropriate
techniques to support
creative thinking.
8 Customer To understand Describes the Demonstration of Demonstration of the Demonstration of
focus. how and why different types of the application of management, contin- training session on
to listen to and customers. ‘customer focus’ uous monitoring and VOC and its relation-
capture the ‘voice approaches. For maintenance of the ship to requirements
of the customer’ To understand the link example, through the VOC. management.
(VOC). between the VOC and correct use of the Kano
the requirements of model, ‘house of qual-
other stakeholders, ity’ and/or ‘critical to’
e.g. operations and (CT) matrices.
management.
9 Decision To recognize the Describes circum- Demonstration of the Demonstrates that a Demonstration of
making and importance of stances where correct usage of the well-structured deci- training sessions
taking. decision-taking decision-taking is key elements of decision-making process for decision making
and identify the required and the sion-taking (individual is systematically used process methods and
decision-takers. responsibility for or group). in Six Sigma process techniques (individual
these decisions. improvement activity. and group).
10 Interper- To support effec- To describe the factors Demonstration that Demonstration that Demonstration that
sonal and tive interaction affecting team effec- the Master Black the MBB evaluates the such skills are part
team leader- with others tiveness, including Belt has assessed Six need for a programme of planned training
ship skills. including stake factors such as leader- Sigma project teams to monitor and develop programmes.
holders. ship style, team roles, from the viewpoint team leadership skills
personality types. of the interpersonal in Six Sigma projects
To work effec- skills deployed, taken and, where appropri-
tively with others appropriate action ate, contributed to it.
to achieve objec- and demonstrated a
tives. positive effect.

ISO 18404:2015(E)


of the following)
11 Motivating Understand Describes possible A demonstration of Review of suc- Not applicable
others. how to motivate approaches such as how such approaches cess of motivation
individuals identifying individual have been deployed approaches.
and teams to drivers, creating and the outcomes.
progress towards shared vision, shared
objectives. goals, understanding
appropriate incentives
and consequences.
12 Numeracy. To be proficient Describes the Demonstration of the To demonstrate that Demonstration that
in interpretation necessity to have sense of the size of they have assessed such skills are part
and manipulation proficiency with order of magnitude numeracy skills in Six of planned training
of numbers. numerical information and the sound basis of Sigma projects across programmes.
to undertake a Six these. the organization,
Sigma project. identified gaps and
To calculate accurately ensured these are
a range of calculations. addressed appropri-
To recognize when it ately. If such gaps are
is appropriate to use a found in the extended
computer and be able value chain, then the
to do so effectively. MBB should have made
appropriate recom-
To demonstrate that mendations.
reasonable.
To demonstrate
tables.
13 Practical The ability to To describe appropri- To demonstrate the Demonstration of Delivery of training on
problem differentiate ate processes used appropriate use of the management and DMAIC and other prob-
solving between dif- to address different DMAIC and other monitoring of DMAIC lem solving methods.
(opportunity ferent types of types of problems. problem solving meth- implementations and
realization). problems/oppor- ods, qualifying the other problem solving
tunities and selection. methods.
choose appropri-
ate approaches to
address them.
For example,
acute/chronic,
or special cause/
common cause.
To understand Describes where this To complete process Demonstrates that Delivery of training
how and when to is appropriate. improvements having root cause analysis is on root cause analysis
apply root cause found the principal systematically used techniques and meth-
analysis tech- root cause and evalu- in Six Sigma process ods.
niques to identify ated the costs associ- improvement activity.
causal factors for ated with implementa-
process improve- tion compared to the
ment. costs of the problem
itself.
To demonstrate the
successful choice and
application of various
practical root-cause
identification and sort-
ing techniques (e.g.
the five ‘whys’, Pareto
charts, fault tree anal-
ysis, cause and effect
diagrams).

ISO 18404:2015(E)


of the following)
The ability to put Describes solution Demonstrates use Demonstration of Delivery of training on
forward potential generation process of appropriate tech- review and check of ideas and solution gen-
solutions and used and how propos- niques to generate solution generation eration and selection.
select and verify als address the root solution(s) to identi- and selection process.
the most appro- causes identified. fied root cause(s), then
priate. sort, select and verify.
Describes process
chosen solution(s).
To be able to Describes how to Demonstrates use Demonstration of Delivery of train-
implement check that the chosen of appropriate review and check of ing and solution
solution(s) and solution will work in techniques to check solution implementa- implementation and
verify benefit(s) practice (e.g. trials, that solution(s) will tion and verification verification.
delivered. pilot, experimenta- work in practice, then process.
tion, etc.). implement and verify
benefit achieved.
Describes how to
Describes how
to check that the
implementation has
addressed the root
cause and delivered
benefit.
14 Presentation The importance Describes effective To demonstrate the Demonstration that Delivery of training
and report- of communicat- ways to structure planning and delivery the MBB evaluates on presentation and
ing skills. ing effectively presentations and of presentations and Six Sigma presenta- reporting techniques.
to stakehold- reports to meet reports to different tions and reports and,
ers through required purposes audiences and to meas- where necessary, rec-
presentations with the expected ure the effectiveness ommends appropriate
and reports in audience. of these presentations improvement activity.
order to drive and reports.
the achievement
of project objec-
tives.
15 Process The need to To describe the pro- Demonstration of gap Not applicable Demonstration of
thinking and define the scope cesses and/or systems analysis incorporating training sessions for
process anal- and ownership of in which the Master process measurement process management
ysis skills. a process. Black Belt operates and base lining. frameworks.
and the impacts Six
Planning and Sigma project may
managing availa- have.
ble resources and
process activity To describe what con-
in support of stitutes good process
objectives using management skills.
measurement
to achieve out- To describe how skills
comes. gaps in process man-
agement may impact
process performance.
16 Project man- Managing a Describes what con- To demonstrate the Demonstration of man- Demonstration of
agement. finite-time stitutes good project effective management agement of Six Sigma training sessions on
improvement management skills. of a Six Sigma project. projects portfolio. the management of
activity with a Six Sigma projects and
defined group of Demonstration of mon- their particularities.
people. itoring and monitoring
of progress of multiple
Coordinating Six Sigma projects.
their activities to
meet the phase
and overall
requirements.

ISO 18404:2015(E)


of the following)
17 Risk analysis To understand Describes what is To have demonstrated Demonstration of Demonstration of
and manage- the concept of meant by risk and how the identification of risk management and training sessions
ment. risk and how to risks are evaluated risk. continuous monitoring on risk analysis and
manage it in rela- and prioritized. and maintenance. management methods,
tionship to a Six To have demonstrated including identifica-
Sigma project. Explains how risks how to quantify and tion, quantification,
should be proactively prioritize risk. prioritization and
managed in pursuit of monitoring
project objectives. To have demonstrated
how risk has been
managed.
To have demonstrated
should be learning
from past experience
and building into risk
management/register.
and develop- understand own strengths and plans self-review and suita-
ment. strengths and for self-development. ble actions taken.
areas requiring
development.
19 Six Sigma To understand Describes the use and To have demonstrated Not applicable Demonstration of
tools. the application application of these the correct selection training sessions for
of Six Sigma techniques. and application of Six Sigma tools both
tools and tech- appropriate Six Sigma from theory and prac-
niques (refer tools and techniques in tice perspectives.
to ISO 13053-1 previous projects.
and ISO 13053-2
for appropriate
techniques).
20 Stakeholder To have Describes types of To have demonstrated Demonstration of con- Demonstration of
manage- knowledge of stakeholder and proactive and continuous stakeholder training sessions on
ment. stakeholder man- appropriate tech- tinual assessment of management and mon- stakeholder’s manage-
agement process niques for stakeholder stakeholders’ status in itoring using appropri- ment techniques and
and techniques in management. pursuit of operational ate techniques. methods.
pursuit of opera- goals.
tional goals.
21 Statistical To understand Describes the differ- To have demonstrated Not applicable Demonstration of
techniques. statistical ences between the the correct application training sessions for
techniques and following: descriptive of statistical tech- statistical techniques
methods and statistics, inferential niques and methods both from theory and
use appropri- statistics, exploratory in the following: practice perspectives.
ately (refer to data analysis (EDA). descriptive statistics,
ISO 13053-1 and inferential statistics,
ISO 13053-2 exploratory data anal-
for appropriate ysis (EDA).
techniques).
22 Statistical To have knowl- Describes the use To have demonstrated Not applicable Demonstration of
software edge of the and strengths of one proficiency in at training sessions of
use. application, statistical software least one statistical at least one statistical
capabilities and package, including any software packages software package in
limitations of limitations. currently availa- combination with sta-
their statistical ble, including the tistical techniques.
software tool and sense-checking and
situations when presentation of analy- (see Competency 21).
it is appropriate sis results.
to use it.
23 Sustaina- To understand Describes the impor- Demonstrates steps Reviews on-going Delivers training on
bility and the concept of tance of sustainabil- taken to ensure per- monitoring of pro- control and sustaina-
control. control in a Six ity of implemented formance of improved cesses and imple- bility.
Sigma project. solution. process is sustained mentation of control
over time. processes.

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,
c) be required to lead improvement activities and quantify benefits delivered,
d) 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 of understanding of applying the of managing the training the competency
the competency competency competency
1 Benefits of Understand Can explain the Not applicable Not applicable Communicates the benefits
Lean. expected Lean benefits of Lean to a of Lean to a team working in
benefits. process, includ- an improvement activity, e.g.
ing such ideas as reduced lead time, cycle time,
reduced lead time, operating expense. Increased
cycle time, operating capacity, productivity, and
expense. Increased quality.
capacity, productiv-
ity, quality.
1.1 Applying the Can translate Explains how Lean Evidence of deliver- Manages resource Not applicable
knowledge in benefits to the can benefit the ing quantified ben- in a process to
practice. situational specific environ- efits to the organi- deliver the customer
environment. ment and/or sector, zation through Lean demand.
Can begin to what will/does Lean approaches. For
demonstrate deliver to the indi- instance, improved
using data vidual’s organization cycle times, reduced
how much and its customers/ rework increased
improve- stakeholders. throughput, reduced
ment will be WIP or defects.
achieved.
2 Lean Understands Can describe Lean Evidence of applying Manages processes Not applicable
principles. the Lean prin- principles define Lean principles to a and/or teams using
ciples. value, understand specific situation. Lean principles.
the value stream,
flow, pull, strive for
perfection.
2.1 Understanding Can define value in Has evidence of Not applicable Not applicable
value. the eyes of the cus- identifying the
tomer in terms of a customer(s) of the
product or a service. process and their
requirements
(value). For example,
customer interviews
or surveys or house
of quality.

ISO 18404:2015(E)

Table B.1 (continued)

2.1.1 Non-value- Can identify and Evidence of identi- Not applicable Not applicable
added (waste, describe val- fying non-value-add
Muda). ue-added (VA) and activities, prior-
non-value-added itising (for example
(NVA) activities, e.g. using Pareto charts)
using an acronym and eliminating as
such at TIM WOOD, appropriate, using
WORMPIT, DOWN- metrics to quantify
TIME, etc. improvement.
2.2 Understand- Can describe the Evidence of creating Can critique a value Not applicable
ing the value current value stream a value stream map stream map or mate-
stream. and the boundaries (VSM) or material rial and information
of implementation and information flow map of a live
for a process. flow map from a live process. Interpret
process, populating the differences
with appropriate between a current
stages, flows and state and a future
numbers. Evidence state VSM or mate-
of creating a future rial and information
state VSM or mate- flow map.
rial and information
flow map.
2.3 Understand- Can describe flow Evidence of improv- Not applicable Not applicable
ing flow. and the implication ing process flow, for
of the theory of example, identifica-
constraints. tion and removal of
bottlenecks or laying
out the workplace to
improve flow.
2.4 Understand- Can describe the Evidence of creating Not applicable Not applicable
ing pull. concept of ‘pull’ (as ‘pull’ in a process.
opposed to ‘push’). Uses kanban tech-
niques to transmit
the signal from a
customer to the
process.
2.5 Understanding Can describe striv- Not applicable Not applicable Not applicable
what it means ing for perfection:
“to strive for continually seeking
perfection”. opportunities to
improve, making
sustained improve-
ments, in quality,
cost and delivery.
2.5.1 Process Not applicable Has evidence of pro- Not applicable Not applicable
improvement. cess improvement.
2.5.2 Standard- Not applicable Has evidence of Not applicable Not applicable
ization of standardizing
improvement improvements into
into process. the process.
2.5.3 Search for new Not applicable Has evidence Not applicable Not applicable
opportunities of seeking new
to improve. improvement
opportunities, for
example, through
team suggestions or
kaizen events.
3 Stakeholder To have Describes types Not applicable Not applicable Not applicable
management. knowledge of of stakeholder
stakeholder and appropriate
management techniques for stake-
techniques holder management.
in pursuit of
operational
goals.

ISO 18404:2015(E)


3.1 Communica- Understands Can describe the Has evidence of the Not applicable Not applicable
tion skills. importance, importance of com- use of appropriate
uses and munication skills communication
builds skills in in Lean implemen- approaches with
others. tations and con- teams and individ-
sequences of poor uals.
communication.
3.2 Change at Can describe Can explain change Not applicable Not applicable Not applicable
individual change curve. curve thinking and
level. its effect on any
change including
Lean implementa-
tion.
3.3 Change at Can describe Can explain the Not applicable Not applicable Not applicable
organiza- cultural impact on the organ-
tional level. change. izational culture
of Lean process
improvement.
4 Measure- Selecting and Can describe the Has evidence of Not applicable Not applicable
ment of collecting data factors which are selection and collec-
process per- for process important in data tion of appropriate
formance. improvement. collection, for data.
example, sample
size, sample timing,
sampling method,
4.1 Using and Can describe the Has evidence of Not applicable Not applicable
communicat- metrics used in cur- calculation of appro-
ing appropri- rent state diagnosis priate metrics and
ate metrics and workload plan- their use to improve
used in Lean ning, how to collect processes and quan-
implementa- and analyse the tify improvements.
tions. required data, e.g.
customer demand,
cycle times, takt,
resource require-
ments, defect rate,
failures, rework.
5 Creativity Understand Describes the differ- Evidence of use of Not applicable Not applicable
thinking. the need to ent thinking modes this approach.
apply creative (e.g. creative and
approaches to
pursue Lean
objectives.
6 Visual man- To be able to Can describe what Has evidence of Not applicable Not applicable
agement and use appro- is meant by visual implementing visual
control. priate visual management, and management in a
management what effects can be process.
techniques expected.
to improve
processes and
communicate
information.
7 Workplace To be able to Can describe the Has evidence of Not applicable Not applicable
optimization. optimize the effect on efficiency using appropri-
content and of physical layout of ate techniques to
physical layout a process. improve workspaces.
of a workspace
for a process. For example, 5S, spa-
ghetti diagrams.
8 Team based Maximizing Can explain the Evidence of analys- Not applicable Not applicable
process the use of importance of ing team dynamics
improve- team skills engaging all employ- (for example, Belbin
ment. in process ees in improvement role analysis) and
improvement. activity. taking appropriate
action (e.g. role
allocation).

ISO 18404:2015(E)


9 Implement- Implementa- Can describe a struc- Evidence of imple- Not applicable Not applicable
ing Lean. tion roadmap. tured approach for mentations delivered
implementing Lean using a structured
improvements in a approach.
process, for example,
plan do check act
(PDCA) or Scope
diagnose design
implement sustain.
9.1 Implementa- Can describe the Has evidence of Evidence of man- Not applicable
tion manage- importance of adher- drawing up and aging the activity
ment. ing to a planned using a plan for the and time frame of
schedule of actions implementation of changes in a process.
in the organization changes.
(e.g. use of a tactical
implementation
plan).
10 Analysis of To be able to Can describe differ- Has evidence of the Not applicable Not applicable
data. select and ent tools and when correct selection and
apply the they are used (for use of appropriate
correct tools example, scatter analysis techniques.
for analysis. plots, histograms,
and run charts).
11 Risk analysis. To understand Describes what is Demonstration of Not applicable Not applicable
the concept of meant by risk and risk identification in
risk in a Lean how it applies to a process change.
activity. Lean implementa-
tions.
12 Sustainabil- To understand Describes the impor- Demonstrates appro- Not applicable Not applicable
ity. the concept of tance of sustainabil- priate approaches to
sustainability. ity of improvement. ensure sustaina-
bility.
13 Motivating Understands Describes possible Demonstration of Not applicable Not applicable
others. how to moti- approaches such as how such approaches
vate individu- identifying individ- have been deployed
als and teams ual drivers, creating and the outcomes.
to progress shared vision,
towards objec- shared goals, under-
tives. standing appropri-
ate incentives and
consequences.
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,
b) use takt times and cycle times to identify appropriate resource requirements,
c) be required to lead improvement activities and quantify benefits delivered,
d) coach Lean practitioners on process improvement methods and activities, and
e) run training sessions on Lean techniques.

ISO 18404:2015(E)

Table B.2 — Lean — Lean leader competencies

Index Competency Performance Suggested evidence Suggested evidence of Suggested evidence Suggested evidence of
criteria of understanding the applying the of managing the training the
1 Understand- Able to explain Can explain the Not applicable Has communicated Evidence of training
ing and the expected benefits of Lean for effectively to a Lean benefits.
communicat- benefits of value streams and in team working in
ing expected using Lean organizations. Includ- an improvement
benefits of (overall/gen- ing such concepts as activity the benefits
Lean. eral terms). reduced lead time, of Lean.
cycle time, operating
expense. Increased
capacity, productivity,
and quality.
History of Has knowledge Can describe the Not applicable Not applicable Evidence of training the
Lean. of the origins origins of Lean. history of Lean.
and develop-
ment of Lean
approaches.
1.1 Applying the Can translate Explains how Lean Has evidence in a specific Evidence of manag- Evidence of presenting
knowledge in benefits to can benefit the spe- situation of diagnosing ing others to apply the local application of
practice. the specific cific environment or the areas where benefits Lean thinking. Can Lean approaches in the
situational sector, what will/does will be delivered and to explain how Lean organisation.
environment. Lean deliver to the which stakeholders. Evi- can be applied to the
Identifying the individual’s organiza- dence of using takt times, specific environment
issues in real tion and its custom- cycle times and staffing or sector; what will/
organizations ers/stakeholders. requirements. Can iden- does Lean deliver
which affect tify best repeatable times to the individual’s
quality, cost for processes operations. organization and
and delivery, its customers. Can
and designing understand and
improvements. employ takt times,
cycle times and staff-
ing requirements.
Can understand best
repeatable times
and use to budget
resource require-
ments.
Can demon- Can describe how to Has used data appro- Has evidence of com- Not applicable
strate using use data to quantify priately to demonstrate municating benefits
data how much improvements. improvements. using appropriate
improve- data.
ment will be
achieved.
2 Can describe Can describe Lean Can apply Lean principles Can apply Lean prin- Not applicable
the Lean prin- principles define to a specific situation. ciples to a strategic
ciples. value, understand the situation.
value stream, create
flow, create ‘pull’,
strive for perfection.
2.1 Value. Defines value in the Has evidence of identify- Can manage value Not applicable
eyes of the customer, ing and eliminating waste in the eyes of the
the transformation of from processes. customer, identifying
an unsatisfied need to what is value add
a satisfied need, can and what is non-
be a product or a ser- value add.
vice. Can identify and
describe value-added
activities (VA), non-
value-added (NVA)
process issues such
as waste, unevenness,
overburden (Muda,
Mura, Muri) and
necessary non-val-
ue-added activities
(NNVA). Acronyms
such as TIM WOOD,
WORMPIT, DOWN-
TIME may be useful in
waste identification.

ISO 18404:2015(E)


2.2 Value stream. Understands the Has evidence of building Manages the value Training others in
value stream and the a current state value stream and can value stream thinking,
boundaries of imple- stream map or material follow and critique a including how to create
mentation. The value and information flow map value stream map or a value stream map or
stream defining the from a live process, pop- material and infor- material and informa-
stages of transforma- ulating with appropriate mation flow map of a tion flow map.
tion and the wastes stages, flows and num- live process.
along the journey, bers, building a future
usefully described by state value stream map.
a value stream map or
material and informa-
tion flow map.
2.3 Flow. Creates flow, removes Creates flow, can identify Flow, can identify Not applicable
the barriers, identi- and remove the barriers, and manage the
fied through seven identified through seven removal of the
wastes (Muda), wastes (Muda), removing barriers identified
removal of work in work in progress between through seven
progress between process stages and wastes (Muda),
process stages. laying out the workplace improving flow.
to improve flow; uses
techniques such as value
stream maps/material
and information flow
maps, spaghetti diagrams,
work combination charts,
workload levelling, Ohno
circles to identify and
remove Muda (waste).
Can describe how to Can demonstrate use of Has evidence of Not applicable
use workload levelling workload levelling tech- review of process
techniques to improve niques to improve flow. flow to identify
flow. where workload
levelling would be
appropriate.
2.4 Pull. Can describe ‘pull’, Can demonstrate creation Can manage ‘pull’, Not applicable
giving the customer of pull in a process, giving giving the customer
what they need, the customer what the what they need,
when they need it. A need, when they need it. when they need it.
familiar term would Uses kanban techniques Deploys kanban
be kanban relating to transmit the signal techniques to trans-
to a signal from a from a customer o the mit the signal from
customer commencing process. a customer to the
the transformation process.
process.
2.5 Can describe Can describe the Has applied standard Strive for perfection, Not applicable
what it means strive for perfec- work to processes, mak- demonstrates
“to strive for tion, starting from a ing repeated improve- continual improve-
perfection”. standardized process, ments, in quality, cost ments, in quality,
making continual and/or delivery, relentless cost and delivery,
improvements, in removal of waste from relentless removal
quality, cost and deliv- the current state seeking of waste from the
ery, relentless desire an improved next current current state seeking
to remove waste from state every day. an improved next
the current state and current state every
to sustain improve- day.
ments, seeking an
improved next current
state every day.
3 Stakeholder To have Describes types of To have demonstrated Demonstration of Demonstration of
management. knowledge of stakeholder and proactive and continual continuous stake- training sessions on
stakeholder appropriate tech- assessment of stakehold- holder management stakeholder’s manage-
management niques for stakeholder ers’ status in pursuit of and monitoring ment techniques and
techniques management. operational goals. using appropriate methods.
in pursuit of techniques.
operational
goals.

ISO 18404:2015(E)


3.1 Communica- Understands Can describe the Has evidence of the use of Has evidence of Trains communication
tion skills. importance, importance of com- appropriate communi- planning, initiating approaches.
uses and munication skills in cation approaches with and progressing
builds skills in Lean implementations teams and individuals. appropriate commu-
others. and consequences of nications.
poor communication.
3.2 Change Can describe Can explain change Has evidence of analysis Has evidence of Trains others in the
effects on change curve. curve thinking and its of situation based on analysis of situation importance of the tran-
individuals. effect on any change understanding of change and planning of sition process.
including Lean imple- process, e.g. transition actions based on
mentation. curves/change curves understanding of
to help explain attitudes change process, e.g.
and/or actions of self or transition curves/
team. change curves.
3.3 Change at Importance Can explain the Written evidence of Written evidence Trains others in the
organiza- of cultural importance of cul- identification of analysis of identification of need for cultural
tional level. change. tural change in Lean of cultural state and possible issues, of change.
implementations, identification of cultural challenges encoun-
rather than individual issues which need to be tered in practice
change or process addressed. and any plan of
change. action required as
a result. Evidence
of action taken,
including monitoring
of effectiveness and
refinement of plans.
4 Measurement Selecting and Can describe the fac- Has evidence of selection Not applicable Trains others in the
of process collecting data tors which are impor- and collection of appro- appropriate collection
performance. for process tant in data collection, priate data. methods for data.
improvement. for example, sample
sampling method.
4.1 Importance Can describe the met- Has evidence of calcu- Manages processes Trains others in the
of communi- rics used in current lation of appropriate or teams using appropriate use of Lean
cating appro- state diagnosis and metrics and their use to appropriate metrics. metrics.
priate metrics workload planning, improve processes and Communicates such
used in Lean e.g. customer demand, quantify improvements. metrics appropri-
implementa- cycle times, takt, ately to teams in
tions. resource require- visual manner.
ments, defect rate,
failures, rework.
5 Creativity Understands Describes the differ- Evidence of use of this Not applicable Trains others in
thinking. the need to ent thinking modes approach. creativity thinking
apply creative (e.g. creative and approaches.
approaches to
pursue Lean
objectives.
6 Visual man- To be able to Can describe what Has evidence of imple- Reviews effective- Trains others in the
agement and use appro- is meant by visual menting visual manage- ness of visual man- appropriate use of
control. priate visual management and ment and/or control in a agement and adjusts visual management and
management what effects can be process. as appropriate. control.
to improve
processes and
communicate
information.
7 Workplace To be able to Can describe the Has evidence of using Reviews effective- Trains others in work-
optimization. optimize the effect on efficiency of appropriate techniques ness of workplace place optimization
content and physical layout of a to improve workspaces, optimization and techniques.
physical layout process. for example, 5S, spaghetti adjusts appropri-
of a workspace diagrams. ately.
for a process.

ISO 18404:2015(E)


8 Team based Maximizing Can describe the Has evidence of building Evidence of active Trains others in the
problem the use of importance of teams teams, communicating team communication importance of team-
solving. team skills and team-based prob- with teams and using and management based approaches.
in process lem-solving in Lean team-based approaches in including analysis of
improvement. approaches. a continual improvement team roles and use of
environment. results, for example,
Belbin team roles.
9 Implement- Ensures Can describe a method Has evidence of appro- Manages changes Trains others in the use
ing Lean strategic to align activity with priate use of such tech- to organization to of appropriate tech-
approaches. alignment of strategy, e.g. Hoshin nique(s). ensure alignment niques such as policy
activity. Kanri (policy deploy- with strategy. deployment matrices.
ment matrix).
9.1 Planning, Can describe the Demonstration of mon- Not applicable Not applicable
monitoring implementation plan itoring and review of
and adjusting and review process. implementation against
activity to plan, definition of any
drive required required adjustments to
improvements. plans and implementation
of resulting actions.
10 Analysis of To be able to Can describe the dif- Has evidence of the Manages the use Trains appropriate
data. select and ferent tools and when correct selection and use of appropriate analysis techniques,
apply the they are used (for of appropriate analysis techniques in Lean for example, Ishikawa’s
correct tools example, Ishikawa’s techniques. implementations. seven quality tools.
for analysis. seven quality tools).
11 Risk analysis. To understand Describes what is Demonstration of risk Not applicable Not applicable
the concept of meant by risk and identification in a process
risk in a Lean how it applies to Lean change.
activity. implementations.
12 Sustainment. Sustaining Can describe an Demonstration of appro- Not applicable Not applicable
improvement appropriate review priate review methods,
in processes. method, such as daily such as workplace audits,
workplace audits, daily after action reviews,
weekly team reviews. weekly team reviews.
13 Motivating Understand Describes possible Demonstration of how Not applicable Not applicable
others. how to moti- approaches such as such approaches have
vate individu- identifying individual been deployed and the
als and teams drivers, creating outcomes.
to progress shared vision, shared
towards objec- goals, understanding
tives. appropriate incentives
and consequences.
14 Managing Appropriate Can describe the use Has evidence of deploying Manages processes Not applicable
productive use of tech- of techniques such techniques such as SMED over the long term to
time. niques such as as SMED and OEE to and OEE to maximize use- deliver the customer
OEE and SMED maximize useful time ful time in processes. demand using effi-
to optimize in processes. ciency and effective-
useful time. ness approaches.
15 Workload Planning Can describe tech- Can demonstrate use of Manages processes Not applicable
planning. workload niques such as hei- workload planning to over the short term
and resource junka boards to plan meet targets. to deliver the cus-
to achieve activity and required tomer demand using
required resource. efficiency and effec-
targets. tiveness approaches.
and self-de- understand strengths and plans self-review and suitable
velopment. own strengths for self-development. actions taken.
and areas
requiring
development.
17 Lean tech- Understands Can describe appro- Demonstration of appro- Reviews use of Lean Trains others to use
niques. and actively priate use of Lean priate use of Lean tools tools such as current Lean tools such as cur-
supports Lean tools, such as current such as current state state VSM, future rent state VSM, future
implemen- state VSM, future VSM, future state VSM, state VSM, 5S, visual state VSM, 5S, visual
tations with state VSM, 5S, visual 5S, visual management, management, stand- management, standard
appropriate management, stand- standard work, etc. ard work, etc. work.
techniques. ard work, etc.

ISO 18404:2015(E)


18 Presentation The impor- Describes effective To demonstrate the plan- Demonstration that Delivery of training
and report- tance of ways to structure ning and delivery of pres- the Lean expert eval- on presentation and
ing skills. communicat- presentations and entations and reports to uates presentations reporting techniques.
ing effectively reports to meet different audiences and to and reports and,
to stakehold- required purposes measure the effectiveness where necessary,
ers through with the expected of these presentations recommends appro-
presentations audience. and reports. priate improvement
and reports in activity.
order to drive
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,
c) provide training in Lean approaches to Lean leaders as required,
d) assist in the identification of suitable areas for Lean implementation,
e) 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,
k) benchmarking, and
l) instigate/coordinate reward and recognition as appropriate.

ISO 18404:2015(E)

Table B.3 — Lean — Lean expert competencies

Index Competency Performance Suggested Suggested evidence Suggested evidence Suggested evidence of
criteria evidence of under- of applying the of managing the com- training the competency
standing the competency petency
competency
1 Understand- Able to explain Can explain the Not applicable Evidence of commu- Evidence of training Lean
ing and the benefits benefits of Lean for nicating effectively to benefits on a regular basis.
communicat- of using Lean value streams and a team working in an
ing expected (overall/gen- in organizations, improvement activity
benefits of eral terms). including such con- the benefits of Lean.
Lean. cepts as reduced
lead time, cycle
time, operating
expense. Increased
capacity, productiv-
ity, and quality.
History of Has knowl- Can describe the Not applicable Not applicable Evidence of training the
Lean. edge of the origins of Lean. history of Lean on a regular
origins and basis.
develop-
ment of Lean
approaches.
1.1 Applying the Can translate Explains how Lean Has evidence in a Evidence of managing Evidence of presenting the
knowledge in benefits to can benefit the specific situation of others to apply Lean local application of Lean
practice. the specific specific environ- diagnosing the areas thinking. Can explain approaches in the organiza-
situational ment or sector, where benefits will how Lean can be tion and championing their
environment. what will/does be delivered and to applied to the specific implementation.
Identifying the Lean deliver to which stakeholders. environment or sector;
issues in real the individual’s Evidence of using what will/does Lean
organizations organization and takt times, cycle deliver to the individ-
which affect its customers/ times and staffing ual’s organization and
quality, cost stakeholders. requirements. Can its customers. Can
and delivery identify best repeat- understand and employ
and designing able times for pro- takt times, cycle times
improve- cesses operations. and staffing require-
ments. ments. Can understand
best repeatable times
and use to budget
resource requirements.
Can demon- Can describe how Has used data Has evidence of com- Evidence of training others
strate to use data to quan- appropriately municating benefits on how to use data to quan-
using data tify improvements. to demonstrate at management and tify improvements.
how much improvements. executive level using
improve- appropriate data.
ment will be
achieved.
2 Can describe Can describe Lean Can apply Lean prin- Can apply Lean prin- Evidence of training others
the Lean prin- principles define ciples to a specific ciples to a strategic to describe Lean principles
ciples. value, understand situation. situation. define value, understand
the value stream, the value stream, create
create flow, create flow, create ‘pull’, strive for
‘pull’, strive for perfection.
perfection.
2.1 Value. Defines value in Has evidence of Can manage value in Evidence of training others
the eyes of the identifying and elim- the eyes of the cus- on how to define value in
customer, the inating waste from tomer, identifying what the eyes of the customer, the
transformation of processes. is value add and what is transformation of an unsatis-
an unsatisfied need non-value add. fied need to a satisfied need,
to a satisfied need, can be a product or a service.
can be a product or Can identify and describe
a service. Can iden- necessary non-value-added
tify and describe activities (NNVA) and waste
necessary non-val- (for example, Muda, Muri
ue-added activities and Mura) and value add and
(NNVA) and waste non-value added activities,
(for example, Muda, e.g. using an acronym such
Muri and Mura) and as TIM WOOD, WORMPIT,
value-added and DOWNTIME, etc.
non-value- added
activities, e.g. using
an acronym such as
TIM WOOD, WORM-
PIT, DOWNTIME,
etc.

ISO 18404:2015(E)


competency
2.2 Value stream. Understands the Has evidence of Manages the value Training others in value
value stream and building a current stream and can follow stream thinking, including
the boundaries of state value stream and critique a value how to create a value stream
implementation. map or material stream map or material map or material and informa-
The value stream and information and information flow tion flow map.
defining the stages flow map from a live map of a live process.
of transformation process, populating
and the wastes with appropriate
along the journey, stages, flows and
usefully described numbers, building
by a value stream a future state value
map or material stream map.
and information
flow map.
2.3 Flow. Creates flow, Create flow, can Flow, can identify and Evidence of training others:
remove the bar- identify and remove manage the removal of create flow, can identify and
riers, identified the barriers, identi- the barriers identified remove the barriers, identi-
through seven fied through seven through seven wastes, fied through seven wastes,
wastes, removal of wastes, removing improving flow. removing work in progress
work in progress work in progress between process stages and
between process between process laying out the workplace
stages. stages and laying to improve flow. Uses tech-
out the workplace to niques such as value stream
improve flow. Uses maps/material and infor-
techniques such as mation flow maps, spaghetti
value stream maps/ diagrams, work combination
material and infor- charts, workload levelling,
mation flow maps, OHNO circles to identify and
spaghetti diagrams, remove Muda (waste).
work combination
charts, workload
levelling, Ohno
circles to identify
and remove Muda
(waste).
Can describe how Can demonstrate Has evidence of review Evidence of training others to
to use workload use of workload of process flow to iden- use workload levelling tech-
levelling techniques levelling techniques tify where workload niques to improve flow
to improve flow. to improve flow. levelling would be
appropriate.
2.4 Pull. Can describe Can demonstrate Can manage ‘pull’. Evidence of training others to
‘pull’. Giving the creation of pull in a Giving the customers manage ‘pull’. Giving the cus-
customer what they process. Giving the what they need, when tomers what they need, when
need, when they customers what they they need it. Deploys they need it. Deploys kanban
need it. A familiar need, when they kanban techniques to techniques to transmit the
term would be need it. Uses kanban transmit the signal signal from a customer o the
kanban relating to techniques to trans- from a customer o the process
a signal from a cus- mit the signal from process.
tomer commencing a customer o the
the transformation process.
process.
2.5 Can describe Can describe the Has applied Strives for perfection. Evidence of training others
the strive for strive for per- standard work to Demonstrates contin- how to strive for perfection.
perfection. fection. Starting processes, making ual improvements in Train others in the area of
from a stand- repeated improve- quality, cost and deliv- continual improvements in
ardized process, ments, in quality, ery. Relentless removal quality, cost and delivery.
making continual cost and/or delivery, of waste from the cur- Relentless removal of waste
improvements, in relentless removal rent state seeking an from the current state seek-
quality, cost and of waste from the improved next current ing an improved next current
delivery, relentless current state seek- state every day. state every day.
desire to remove ing an improved next
waste from the current state every
current state and to day.
sustain improve-
ments, seeking
an improved next
current state every
day.

ISO 18404:2015(E)


competency
3 Stakeholder To have Describes types To have demon- Demonstration of Demonstration of training
management. knowledge of of stakeholder strated proactive continuous stakeholder sessions on stakeholder
stakeholder and appropriate and continual management and mon- management techniques and
management techniques for assessment of itoring using appropri- methods.
techniques stakeholder man- stakeholders’ status ate techniques.
in pursuit of agement. in pursuit of opera-
operational tional goals.
goals.
3.1 Communica- Understands Can describe the Has evidence of the Has evidence of plan- Trains communication
tion skills. importance, importance of use of appropriate ning, initiating and approaches.
uses and communication communication progressing appropri-
builds skills in skills in Lean approaches with ate communications.
others. implementations teams and individ-
and consequences uals.
of poor communi-
cation.
3.2 Change Can describe Can explain change Has evidence of Has evidence of anal- Trains others in the impor-
effects on change curve. curve thinking and analysis of situation ysis of situation and tance of the transition
individuals. its effect on any based on under- planning of actions process.
change including standing of change based on understand-
Lean implementa- process, e.g. transi- ing of change process,
tion. tion curves/change e.g. transition curves/
curves to help change curves.
explain attitudes
and/or actions of self
or team.
3.3 Change at Importance Can explain the Written evidence Written evidence Trains others in the need for
organiza- of cultural importance of of identification of of identification of cultural change.
tional level. change. cultural change in analysis of cultural possible issues, of
Lean implementa- state and identifi- challenges encountered
tions, rather than cation of cultural in practice and any
individual change issues which need to plan of action required
or process change. be addressed. as a result. Evidence of
action taken, including
monitoring of effective-
ness and refinement of
plans.
4 Measurement Selecting and Can describe the Has evidence of Not applicable Trains others in the appro-
of process collecting data factors which are selection and collec- priate collection methods for
performance. for process important in data tion of appropriate data.
improvement. collection, for data.
example, sample
sampling method,
4.1 Importance Can describe the Has evidence of Manages processes or Trains others in the appropri-
of communi- metrics used in calculation of appro- teams using appropriate use of Lean metrics.
cating appro- current state diag- priate metrics and ate metrics. Commu-
priate metrics nosis and workload their use to improve nicates such metrics
used in Lean planning, e.g. processes and quan- appropriately to teams
implementa- customer demand, tify improvements. in visual manner.
tions. cycle times, takt,
resource require-
ments, defect rate,
failures, rework.
5 Creativity Understands Describes the Evidence of use of Not applicable Trains others in creativity
thinking. the need to different thinking this approach. thinking approaches.
apply creative modes (e.g. creative
thinking and analytical).
approaches to
pursue Lean
objectives.

ISO 18404:2015(E)


competency
6 Visual man- To be able to Can describe what Has evidence of Reviews effectiveness Trains others in the appropri-
agement and use appro- is meant by visual implementing visual of visual management ate use of visual management
control. priate visual management and management and/or and adjusts as appro- and control.
management what effects can be control in a process. priate.
to improve
processes and
communicate
information.
7 Workplace To be able to Can describe the Has evidence of Reviews effectiveness Trains others in workplace
optimization. optimize the effect on efficiency using appropri- of workplace opti- optimization techniques.
content and of physical layout of ate techniques to mization and adjusts
physical layout a process. improve workspaces. appropriately.
of a workspace For example, 5S, spa-
for a process. ghetti diagrams.
8 Team based Maximizing Can describe Has evidence of Evidence of active team Trains others in the
problem the use of the importance building teams, communication and importance of team-based
solving. team skills of teams and communicating management including approaches.
in process team-based prob- with teams and analysis of team roles
improvement. lem-solving in Lean using team-based and use of results, for
approaches approaches in a con- example, Belbin team
tinual improvement roles.
environment.
9 Implement- Ensures Can describe a Has evidence of Manages changes Trains others in the use
ing Lean strategic method to align appropriate use of to organization to of appropriate techniques
approaches. alignment of activity with such technique(s). ensure alignment with such as policy deployment
activity. strategy, e.g. strategy. matrices.
Hoshin Kanri
(policy deployment
matrix).
9.1 Planning, Can describe the Demonstration of Not applicable Not applicable
monitoring implementation monitoring and
and adjusting plan and review review of implemen-
activity to process. tation against plan,
drive required definition of any
improve- required adjust-
ments. ments to plans and
implementation of
resulting actions.
10 Analysis of To be able to Can describe the Has evidence of the Manages the use of Trains appropriate analysis
data. select and different tools correct selection and appropriate techniques techniques, for example, Ishi-
apply the and when they are use of appropriate in Lean implementa- kawa’s seven quality tools.
correct tools used (for example, analysis techniques. tions.
for analysis. Ishikawa’s seven
quality tools).
11 Risk analysis. To understand Describes what is Demonstration of Not applicable Evidence of training others in
the concept of meant by risk and risk identification in the field of risk management.
risk in a Lean how it applies to a process change.
activity. Lean implementa-
tions.
12 Sustainment. Sustaining Can describe an Demonstration of Manages the sustain- Trains others in how to
improvement appropriate review appropriate review ment of improvement develop and implement a
in processes. method, such as methods, such as by others using sustainable process improve-
daily work place workplace audits, standard review ment
audits, weekly team daily after action methods, such as
reviews. reviews, weekly workplace audits, daily
team reviews. after-action reviews,
weekly team reviews
to maintain improved
performance.

ISO 18404:2015(E)


competency
13 Motivating Understand Describes possible Demonstration Not applicable Trains others on motivating
others. how to moti- approaches such of how such teams
vate individu- as identifying approaches have
als and teams individual drivers, been deployed and
to progress creating shared the outcomes.
towards objec- vision, shared
tives. goals, understand-
ing appropriate
incentives and
consequences.
14 Managing Appropriate Can describe the Has evidence of Manages processes Teaches others on produc-
productive use of tech- use of techniques deploying tech- over the long term to tivity improvements and the
time. niques such as such as SMED and niques such as SMED deliver the customer basic principles of OEE and
OEE and SMED OEE to maximize and OEE to maxi- demand using effi- SMED
to optimize useful time in pro- mize useful time in ciency and effective-
useful time. cesses. processes. ness approaches.
15 Workload Planning Can describe Can demonstrate Manages processes Trains others on how to man-
planning. workload techniques such as use of workload over the short term to age processes over the short
and resource heijunka boards to planning to meet deliver the customer term to deliver the customer
to achieve plan activity and targets. demand using effi- demand using efficiency and
required required resource. ciency and effective- effectiveness approaches.
targets. ness approaches.
16 Self-review To be able to To describe own To have demon- Not applicable Not applicable
and self-de- understand strengths and plans strated self-review
velopment. own strengths for self-develop- and suitable actions
and areas ment. taken.
requiring
development.
17 Lean tech- Understands Can describe Demonstration of Reviews use of Lean Trains others to use Lean
niques. and actively appropriate use of appropriate use of tools such as current tools such as current state
supports Lean Lean tools, such as Lean tools, such as state VSM, future VSM, future state VSM, 5S,
implemen- current state VSM, current state VSM, state VSM, 5S, visual visual management, standard
tations with future state VSM, future state VSM, 5S, management, standard work.
appropriate 5S, visual manage- visual management, work, etc.
techniques. ment, standard standard work, etc.
work, etc.
18 Presentation The impor- Describes effective To demonstrate Demonstration that the Delivery of training on
and report- tance of ways to structure the planning and Lean expert evaluates presentation and reporting
ing skills. communicat- presentations and delivery of presenta- presentations and techniques.
ing effectively reports to meet tions and reports to reports and, where
to stakehold- required purposes different audiences necessary, recom-
ers through with the expected and to measure the mends appropriate
presentations audience. effectiveness of improvement activity.
and reports these presentations
in order to and reports.
drive the
achievement
of project
objectives.

ISO 18404:2015(E)

Annex C
(normative)
“Lean & Six Sigma”
C.1 General
There are three levels of practitioner in “Lean & Six Sigma”.
C.2 “Lean & Six Sigma” Green Belt

The competencies for this level of expertise comprise the combined competencies of Green Belt in Six
Sigma and practitioner in Lean.
Refer to Table A.1 and Table B.1.
C.3 “Lean & Six Sigma” Black Belt

The competencies for this level of expertise comprise the combined competencies of Black Belt in Six
Sigma and leader in Lean.
C.4 “Lean & Six Sigma” Master Black Belt

The competencies for this level of expertise comprise the combined competencies of Master Black Belt
in Six Sigma and expert in Lean.

ISO 18404:2015(E)

ICS 03.120.30
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INTERNATIONAL ISO

Quantitative methods in process

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ii ﻿ © ISO 2015 – All rights reserved

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iv ﻿ © ISO 2015 – All rights reserved

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

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Quantitative methods in process improvement — Six Sigma

3 Terms, definitions, and abbreviated terms

3.1 Terms and definitions

3.2 Abbreviated terms

DOWNTIME defects, overproduction, waiting, non-utilization of talent, transport, inventory, motion,

EDA exploratory data analysis

HOQ house of quality

OEE overall equipment effectiveness

PDCA plan, do, check, act

© ISO 2015 – All rights reserved ﻿ 1

PDM policy deployment matrix

SMED single-minute exchange of die

TIM WOOD 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

4.1 Education and training

4.2 Skills and competency

4.2.1 Six Sigma

4.2.3 “Lean & Six Sigma”

2 ﻿ © ISO 2015 – All rights reserved

5.4 Adequacy of the skills and competencies of the key personnel

5.5 Adequacy and continual improvement of organizational deployment

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6.2 Provision of resources

6.3 Ongoing monitoring of requirements

6.4 Key personnel

6.5 Maintaining competence of key personnel

6.5.1 Green Belts and Lean practitioners

6.5.2 Black Belts and Lean leaders

4 ﻿ © ISO 2015 – All rights reserved

6.5.3 Master Black Belt and Lean expert

6.7 Maintaining competence of the organization

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A.1 Green Belt

Table A.1 — Six Sigma — Green Belt competencies

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Table A.1 (continued)

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Table A.1 (continued)

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Table A.1 (continued)

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Table A.1 (continued)

A.2 Black Belt

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Table A.2 — Six Sigma - Black Belt competencies

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Table A.2 (continued)

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