Payscale and Indeed place the average salary of a Lean Six Sigma Yellow Belt professional between $55,000 and $99,000 p.a. Yellow Belt professionals are in need in a variety of sectors including healthcare, insurance, manufacturing, logistics, fin corp, education, supply chain, hospitality, governance and consulting. Given the vastness of its application, a Lean Six Sigma certification allows professionals to work within their industry of expertise but transition roles towards higher-paying management roles. But what are the job titles that await after obtaining your Lean Six Sigma Yellow Belt Certification and what type of workplace responsibilities will you be shouldering? This article is a small compilation of popular job titles and roles that Lean Six Sigma Yellow Belt professionals are privy to. However, do note that the list is not exhaustive at the very least.
With these lucrative roles that are available to a yellow belt professional, a Lean Six Sigma Yellow Belt Training can help you transform into a role that actually drives business change and gives you control over your work atmosphere through effective management roles.
1. Continuous Improvement Specialist
One of the most popular roles for yellow best-certified professionals, Continuous Improvement Specialists assist to execute the 5S. They also ensure the standardization of processes and procedures to drive plant/project improvement. Responsibilities will also include Value Stream Mapping Events, collecting and managing data, and performing simple data analysis like Pareto Charts, regression SPC and more to identify problem areas. The main aim of a continuous improvement specialist is to ensure that Non-Conformance Reports and Corrective Action Reports are filed, for falling outside Lean/Six Sigma methodologies and to identify the root cause of anomalies.
2. Business Process Designer
Business Process Designers form a core part of the project/product management team and lead the process discovery and design sessions with key stakeholders to apply their Lean Six Sigma knowledge. They help identify gaps in current processes and prove the mettle in developing detailed future state design, flows, and exceptions. They also work in conjugation with the improvement specialist to identify automation opportunities. They act as the nudge and push for continuous improvement specialists and take hold of sessions with a team to assess the next steps for the opportunity.
3. Operational Excellence Specialist
These specialists are on-site professionals who support studies pertaining to cost reduction/control, process stability, and technology transfer. They prove plans to support the annual diagnostic cycle for the strategy deployment cycle. They are required to work with the finance team and must deliver requisite annual savings for the company. In this regard, they proactively identify opportunities, solve problems and implement solutions to improve operational and quality performance.
4. Transformation Specialist
The drivers of change in an organization, transformation specialists serve as an analyst on process improvement projects involving complex business workflows and multiple stakeholders. They compile and distribute project charters, status reports, process maps, memoranda, analyses, presentations and also develop executive briefing documents. Transformation specialists accomplish system improvement by breaking down organizational silos to better connect similar functions. In this regard, they must have excellent people management skills and have the ability to identify strengths and weaknesses instantly.
5. Quality Improvement Specialist
These specialists perform the request, assessment, planning, execution, monitoring and optimization of the end-to-end project lifecycle. They are required to foster a culture of shared accountably in a high performing work group with several members in various positions throughout the cycle. They are also responsible for assembling and leveraging project teams, assigning individual responsibilities, identifying appropriate resources needed and developing a roadmap and schedule to ensure timely completion of projects. They are required to deliver solutions that are systematic, scalable and incorporate business process management and advanced technology solutions to do so. They also ensure communication from the top-down and bottom-up regarding the team responsibilities, target dates, project status, resource needs and provides general project communication as needed. They essentially perform the function of a monitor.
6. Change Agent
Unlike internal transformational specialists, change agents are the ears to customers and business partners. They are required to create customer value through end-to-end process excellence. They deploy management routines and tools that maximize individual and team performance, problem solving and innovation. They help in aligning metrics and accountabilities to improve Customer Engagement (CE) and Customer Retention (CR). They are essentially required to culture solutions that would make it easier for customers to onboard a complex platform. A good change agent goes above and beyond to establish effective relationships with key stakeholders to influence change.