In this chapter, we will discuss the role of the Lean Six Sigma Yellow Belt. These individuals have basic training, can help with basic math and research skills, and can offer many other job skills and expertise. Yellow Belts may have specialized expertise that could be helpful for certain projects. For example, if we want to improve how we access a knowledge base for customer support, we may rely on a Yellow Belt who has actually done that kind of work. Yellow Belts have a very powerful role in helping to get at the real minutia that needs to be understood and managed throughout the implementation of Lean Six Sigma. Other responsibilities of Yellow Belts can include collecting data. There are many techniques that we can leverage of the Yellow Belt level, including things like tally sheets, work observation for values during mapping data. Or doing simple time in motion studies for core data to drive problem solving. When it comes to problem solving, Yellow Belts can certainly help.
They’re the ones with the subject matter expertise in terms of what works and what doesn’t. They may also use their expertise in understanding the culture, the morale and motivations within the organization. And finally, Yellow Belts provide a great deal of support to black belts and green belts in getting things done. They may put together a pilot, coordinate and conduct testing, or do a proof of concept to determine the feasibility of an idea. The role of a Yellow Belt is truly universal. Yellow Belts are very important. And one thing we need to remember is that the Yellow Belt member very often is the one closest to the action, closest to the process, and therefore they have invaluable input. I’ve worked with organizations where Yellow Belts offered a number of excellent ideas and suggestions that we were able to leverage which directly lead to improved customer satisfaction.