Comparison of LSS and LIT
| Dimension | LSS green belt | LIT |
|---|---|---|
| Training duration | Ten training days, spread over four to six months with two to three days per workshop | Five training days, spread over three months with the first workshop taking two days and the remaining three workshops each one day |
| Training focus | Developing individuals (often high potential talents) to attain belts or levels of accreditation. This pool of belts forms a resource infrastructure for the organization to build and sustain a continuous improvement and quality culture | Building an excellence mindset and innovation culture by involving members across different functions to learn and encourage creativity and cocreating solutions, scanning future trends, distilling stakeholders insights and reframing challenges, and thus changing their behavior and confidence to experiment |
| Change management | Change is focused on belts leading projects along with team involvement | An action-learning approach which includes joint participation by project sponsors, team leads and team members and learning related to managing change for the stakeholders |
| Approach and structure | Project focused training using the DMAIC roadmap for deployment, which uses (advanced) statistical and analytical tools | Project focused training using the DMAIC roadmap for deployment (using basic statistical and analytical tools) and action learning that also emphasizes the implementation of improvement ideas and long-term change management |
| Project focus | Process variation and turnaround-time-related issues | Turnaround-time related issues |
| Tools trained in each DMAIC phase | Define: Project charter, SIPOC process map, voice of customer, Kano analysis and stakeholder analysis | Define: Project charter, voice of customer, Kano analysis, stakeholder analysis, idea box and future scenario |
| Measure: Sample size and confidence intervals, bar/column chart, box plot, histogram, scatter plot, Ishikawa diagram, process performance metrics (customer satisfaction, defects per million opportunities, yield, sigma level and process efficiency), Gage R&R (attribute and ANOVA) Analyze: Deployment flow chart, Spaghetti flow chart, value stream map, seven wastes, takt time calculation and process efficiency calculation, regression analyses, hypothesis testing (t-tests, one-way ANOVA, F-test, Barlett test, Levene test, two-proportion test and chi-square test), design of experiment Improve: Brainstorming, failure-mode-effects-analysis, stakeholder analysis and communication plan, change management plan Control: Process management plan, process management with attribute control charts (np-charts, p-chart, c-chart, u-chart), process monitoring with variable control charts: I chart, X-bar chart, R chart, EWMA chart, CUSUM chart, ROI analysis and statistical proof of improvement | Measure and Analyze: Future scenario, SIPOC process map, value stream map, seven wastes, takt time calculation, process efficiency calculation, bar/column chart, box plot, scatter plot, basic hypothesis tests (simple linear regression, t-test and two-proportion test) Improve: Brainstorming, Webbing, analogies, SCAMPER, idea box, reverse brainstorming, forced connection, effort-impact matrix and action plan Control: Change management plan, stakeholder engagement strategies, force-field analysis and solution-effect analysis |
| Dimension | LSS green belt | LIT |
|---|---|---|
| Training duration | Ten training days, spread over four to six months with two to three days per workshop | Five training days, spread over three months with the first workshop taking two days and the remaining three workshops each one day |
| Training focus | Developing individuals (often high potential talents) to attain belts or levels of accreditation. This pool of belts forms a resource infrastructure for the organization to build and sustain a continuous improvement and quality culture | Building an excellence mindset and innovation culture by involving members across different functions to learn and encourage creativity and cocreating solutions, scanning future trends, distilling stakeholders insights and reframing challenges, and thus changing their behavior and confidence to experiment |
| Change management | Change is focused on belts leading projects along with team involvement | An action-learning approach which includes joint participation by project sponsors, team leads and team members and learning related to managing change for the stakeholders |
| Approach and structure | Project focused training using the DMAIC roadmap for deployment, which uses (advanced) statistical and analytical tools | Project focused training using the DMAIC roadmap for deployment (using basic statistical and analytical tools) and action learning that also emphasizes the implementation of improvement ideas and long-term change management |
| Project focus | Process variation and turnaround-time-related issues | Turnaround-time related issues |
| Tools trained in each DMAIC phase | ||
Note:
Italic text are CPS tools
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