4 skills.
Use when asked to plan organizational change adoption at the individual level — Awareness, Desire, Knowledge, Ability, Reinforcement (Prosci's ADKAR model) — as the individual-change-adoption complement to process-improvement methodologies like Kaizen and DMAIC (see kaizen, dmaic), which improve the process itself rather than how people adopt it.
Use when asked to define Critical to Quality (CTQ) requirements in a Six Sigma context — translating customer expectations into measurable product/service characteristics with performance targets — as distinct from the general SQA catalog (see system-quality-attributes) and feeding directly into a dmaic project's Define/Measure stages.
Use when asked to run a Six Sigma DMAIC improvement project — Define, Measure, Analyze, Improve, Control — as a data-driven, project-scoped alternative to Kaizen's continuous, incremental cycle (see kaizen) or PDCA's general iterative loop (see plan-do-check-act).
Use when asked to apply Kaizen — continuous, incremental, all-employee process improvement built on the Plan-Do-Check-Act cycle (see plan-do-check-act) — as distinct from a project-scoped Six Sigma DMAIC effort (see dmaic), which is heavier-weight and typically team-led rather than everyone-participating.