Six Sigma Stand 18404
Six Sigma Stand 18404
Six Sigma Stand 18404
STANDARD 18404
First edition
2015-12-01
Reference number
ISO 18404:2015(E)
© ISO 2015
ISO 18404:2015(E)
Contents Page
Foreword......................................................................................................................................................................................................................................... iv
Introduction...................................................................................................................................................................................................................................v
1 Scope.................................................................................................................................................................................................................................. 1
2 Normative references....................................................................................................................................................................................... 1
3 Terms, definitions, and abbreviated terms................................................................................................................................ 1
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
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
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
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
constitute an endorsement.
For an explanation on the meaning of ISO specific terms and expressions related to conformity
assessment, as well as information about ISO’s adherence to the WTO principles in the Technical
Barriers to Trade (TBT) see the following URL: Foreword - Supplementary information
The committee responsible for this document is ISO/TC 69, Applications of statistical methods,
Subcommittee SC 7, Applications of statistical and related techniques for the implementation of Six Sigma.
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 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
CT critical to
SIPOC supplier-input-process-output-customer
4 Competency of key personnel in relation to Six Sigma, Lean, and “Lean & Six
Sigma”
See Annex A.
4.2.2 Lean
See Annex B.
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.
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
The organization shall
a) define, maintain and control Six Sigma, Lean or “Lean & Six Sigma” architecture appropriate to
the organizational culture, to include infrastructure, steering committees, reporting structures,
responsibilities/accountabilities, support,
b) define, maintain and control appropriate numbers and disposition of Six Sigma, Lean or “Lean & Six
Sigma” personnel, at appropriate competence levels (see ISO 13053-1), and
c) define, maintain and control appropriate decision-making processes for the Six Sigma, Lean or
“Lean & Six Sigma” approach and deployment.
6 Resource management
6.1 General
The organization shall define and identify key personnel.
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.
Black Belts and Lean leaders shall prepare and produce a portfolio of evidence of work experience.
These portfolios form the basis of status review and will normally be
a) reviewed internally every year, and
b) reviewed every three years by an appropriate authority.
Status will be renewed subject to satisfactory evidence.
Master Black Belts and Lean experts shall prepare a portfolio of evidence of work experience. These
portfolios form the basis of status review and will normally be reviewed every three years by an
appropriate authority.
Status will be renewed subject to satisfactory evidence.
6.6 Organization
The organization shall plan and implement the monitoring, measurement, analysis and improvement
processes needed to
a) demonstrate attainment of defined objectives and deployment metrics,
b) ensure continued applicability of the approaches and/or plans of action, and
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.
Annex A
(normative)
Six Sigma
Annex B
(normative)
Lean
Annex C
(normative)
C.1 General
There are three levels of practitioner in “Lean & Six Sigma”.
ICS 03.120.30
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