Michigan Tech’s Lean transformation uses an embedded Lean facilitator model that has our frontline supervisors and employees solving problems and making improvements. In this model, the Office of Continuous Improvement (OCI) creates Lean capability by training employees in Lean fundamentals and principles, coaching, and facilitating. As facilitators, these employees are agents of positive change across campus. They lead continuous improvement events, consult with team leaders, conduct process map and workflow analysis, and teach and use problem solving skills and tools.
To ensure the continued success of our Lean facilitators, systematic coaching, mentoring, and training for the group is provided. This plan creates a framework that enables us to better define, measure, and report our facilitator activities, and provides a structured way for the facilitators to grow in their Lean practices. Actively managing this valuable resource supports the facilitators as they serve their unit and the university.
Michigan Tech uses a certification program to guide facilitators as they grow in knowledge, skills, and abilities. The goal of the certification program is to enhance the application of Lean thinking and tools for the benefit of Michigan Tech. There are five possible certification levels in the program, with the intent that most facilitators will participate at the second level, as a Lean Facilitator. Achieving advanced levels is a cumulative process. Each level includes and builds on the knowledge, skills, and abilities (KSAs) of the previous level. The requirements include skill application, participation in our Lean community of practice, continuing education, teaching, and pair learning, coaching, and mentoring.
The Lean certification levels can be visualized as a pyramid, with White and Yellow Belts at the base, representing the foundational knowledge. Green Belts and Black Belts form the mid-level, showcasing more expertise, and Master Black Belts at the apex represent the highest level of expertise. A may start at the white, yellow, or green belt level.
- A white belt understands fundamental Lean concepts like flow and waste, can map a simple process, and is ready to actively participate in an improvement event.
- In addition to white belt knowledge, a yellow belt applies more advanced Lean concepts like root cause analysis, knows how to develop and execute basic countermeasures, and can recognize improvement opportunities. They’re able to complete straightforward projects on their own.
- A green belt pioneers Lean in their units and supports improvement work in other units. They can initiate, co-facilitate, and manage Lean kaizen. They’ve developed some expertise in Lean, are trained in soft skills like team dynamics and conflict management, and are able to mentor and teach others.
- A black belt is a campus-wide leader in our Lean transformation. They have advanced Lean knowledge, skills, and abilities. Their experience and unflappable presence enables them to function as a coach or second coach, and they provide kaizen scoping and troubleshooting help to the green belts and others. A master black belt serves as an organizational authority on Lean methodology, providing strategic guidance and designing training programs across the entire enterprise. They mentor black belts, lead complex transformational initiatives, and ensure consistent Lean implementation standards organization-wide.
A Lean Facilitator Development Board advises OCI on Lean facilitator training, development, certification, strategy, and deployment.