Operational Excellence has become the management system of reference to guarantee sustainable competitiveness of companies. Continuously improved operational results have an impact on economic performance, and the broad involvement of everyone in progress projects contributes to the development of employee fulfilment. Four dimensions form the backbone of Operational Excellence.
First of all, each process always brings more value to the customer and any form of loss is reduced to a minimum throughout the company's value chain. In addition, each business contributes to the performance of the processes by standardising its practices, sharing its knowledge, providing regular feedback and constantly innovating. And the organisation can contribute to making the value chain more agile and resilient not only through its structure (team size, hierarchical levels, role of managers, positioning of support functions) but also through the cultural dimension conveyed (value is created on the ground; any problem must be seen as an opportunity for improvement; the root cause of problems must be sought), and finally new day-to-day managerial practices (managers who coach and support; managers who explain the objectives by specifying the meaning of the target orientations; managers who promote improvement projects in collaborative mode). Finally, a genuine Continuous Improvement process must be built and led with rigour to ensure sustainable performance. Of course, the first step is to have objectives and indicators that are consistently applied throughout the company, according to the principles of Hoshin Kanri or the Balanced Scorecard. In addition, an organisation dedicated to Operational Excellence must be set up to provide methodological support for projects and progress projects. The "Lean 6 Sigma Green Belts" (supported by more experienced and dedicated "Black Belts" on an almost full-time basis) form the operational backbone of this organisation, as they are linked to a specific process or scope. These change agents carry out projects within their scope of influence using the Lean-Sigma methodology, for which they are trained for a period of about ten days.
In order to establish their legitimacy and knowledge, they follow a process of certification of knowledge and skills. This is where the UL6S (Lean 6 Sigma University) comes in and makes use of its 15 years of experience as the reference organisation in France for all Lean 6 Sigma certification. In fact, in complete independence, as an extension of Lean 6 Sigma training courses, UL6S issues individual certificates of competence in order to enhance the value of Lean 6 Sigma skills in all organisations (industrial and service companies, administrations). For the level of knowledge, an evaluation protocol in the form of a quiz is carried out by "CESI Certification", a UL6S partner. In addition, the certification of competence is conditional on the conduct of a project in the company demonstrating an ability to obtain operational results. For example, in an industrial company (food processing), every year for the past 4 years, a class of a dozen "Green Belts" has generated more than €1 million in profits. Everyone's pride is perceptible. For the company, the conviction of the need to pay great attention to the animation of this certification training process is reinforced, and this, within the framework of a sustainable Operational Excellence approach. And because of its role, UL6S (Lean 6 Sigma University) can only be proud to contribute to the development of employees and the competitiveness of companies.