6 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.
Use when asked about the Six Sigma quality-management methodology as a whole — belt-level roles, sigma levels/defects-per-million, and choosing between DMAIC (improving an existing process, see dmaic) or DMADV/DFSS (designing a new one) — as distinct from running the DMAIC cycle itself, which this skill defers to for the step-by-step improvement procedure.
Use when asked to apply the Vanguard Method (John Seddon's systems-thinking approach) to redesign a service organization — studying demand, flow, and capability as an integrated system before changing anything — as distinct from transplanting a manufacturing-derived methodology like six-sigma onto service work, which the method's originator specifically argues against.