Program Certification

Today’s world has become very competitive and the need for a highly skilled work force has increased dramatically. The needed work force must be proficient in the latest principles and practices of quality assurance and quality control. Therefore, certification is a method to assure that the certified individual posses the needed knowledge to ensure the quality of products and services.

The Certification provided by the Institute of Advanced Business Learning Systems – a not-for –profit organization – is a formal recognition of that knowledge and experience. The focus of the certification is on demonstrated results based on a specified body of knowledge (BOK). That is, an individual has demonstrated proficiency within and a comprehension of a specified body of knowledge at a point in time. It is a standard recognition and not a registration or licensure.

Presently the Institute offers certifications in the areas of Six Sigma.

The certifications are based on the following criteria:

Have a specified level of education and/or experience
Provide proof ( comprehension and application) of the specified BOK
Provide proof of professionalism

Certification is an investment in your career and in the future of your employer. Therefore, the certification provided by the IABLS focuses on effectiveness of applying the BOK to an organization on more than one significant project. Consequently, success is demonstrated by achieving documented, substantial, sustained and tangible results. Examples of documented results in any area of the organization may be submitted for evaluation. However, merely demonstrating the use of specific tools in the area of certification is NOT sufficient. Merely demonstrating intermediate tools and results are also NOT sufficient. Merely having passed an examination from any recognized third party is also not sufficient.

Typical items that may be considered for a six sigma certification are:

Acceptable completion of a Six Sigma training curriculum approved by the Sponsoring Organization or any other carrier.
Demonstration of clear and rational thought process.
Ability to analyze a problem following a logical sequence.
Usage of facts and data to guide decisions and action.
Be able to clearly explain Six Sigma and the DMAIC project cycle in layman’s terms.
Ability to achieve tangible results, e.g.,
Completed two or more projects that employed the Six Sigma approach (DMAIC or equivalent).
Projects reviewed by appropriate personnel.
Deliverables accepted by the project sponsor.
Projects documented in the manner prescribed by the Sponsoring Organization.
Projects used the Six Sigma approach and correctly employed a significant subset of basic, intermediate, and advanced Six Sigma tools and techniques or equivalent.
Ability to perform benefit/cost analysis.
Ability to quantify deliverables in terms meaningful to the organization, e.g., cost, quality, cycle time, safety improvement, etc.
Ability to identify and overcome obstacles to progress.
Ability to work within time, budget, and operational constraints.
Demonstrated ability to explain the tools of Six Sigma to others as appropriate for the seeking level of certification.
Demonstrate interpersonal and leadership skills necessary to be an effective change agent within the organization.

The IABLS certification is a revolutionary approach to certification. It is based on demonstrated and verifiable ability (NOT necessarily a test) to apply the methods and philosophy of the six sigma to improve business operations.

Change Agent Skills

Perhaps the most difficult area of documented effectiveness is the area of changing agent skills. The following list is a typical guide for self-evaluating the skills and responsibilities involved.

The candidate effectively identifies and recruits Six Sigma team members
The candidate effectively develops Six Sigma team dynamics and motivates participants
The candidate is able to apply conflict resolution techniques
The candidate is able to overcome obstacles to change
The candidate utilizes a logical approach to problem solving
The candidate effectively facilitates group discussions and meetings
The candidate’s presentations are well organized and easy to understand
The candidate identifies and mobilizes sponsors for change
The candidate builds a shared vision of the desired state with champions and sponsors
The candidate effectively communicates with and obtains support from all levels of management
The candidate identifies gaps between as-is and desired performance
The candidate identifies and obtains support from all key stakeholders

Self evaluation for the Application of Tools and Techniques

Typical items for consideration are:

The candidate uses an appropriate mix of basic, intermediate and advanced six sigma tools.
The candidate uses the tools of Six Sigma properly.
The candidate applies the correct six sigma tools at the proper point in the project.
The candidate asks for help with Six Sigma tools when necessary.
The candidate has a working knowledge of word processors, spreadsheets, and presentation
Software.
The candidate has a working knowledge of a full-featured statistical software package.
The candidate understands the limitations as well as the strengths of quantitative methods.

Self evaluation for the Ability to achieve results in a project

Typical items for consideration are:

The candidate has completed more than one Six Sigma project that produced tangible results.
The candidate’s projects had an acceptable project charter, including sponsorship, problem statement, business case, etc.
The projects employed the Six Sigma approach (DMAIC or equivalent).
The projects’ deliverables were clearly defined in tangible terms.
The projects produced significant improvements to an important business process.
The current baseline sigma level was determined using valid data.
The final sigma level was calculated using valid data and showed improvements that were both statistically significant and important to the organization.
An acceptable control plan has been implemented to assure that improvements are maintained.
The projects’ financial benefits were validated by experts in accounting or finance.
Key customers were identified and their critical requirements defined.
Project sponsors are satisfied with their project’s deliverables and have sign-off on the project
Projects identified and corrected root causes, not symptoms – as appropriate – for the project.
All key stakeholders were kept informed – and documented – of project status and are aware of final outcomes.
Projects were completed on time and within budget.
Projects were conducted in a manner that minimized disruptions to normal work.

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