Skills & KSBs — Translating the Standard into Real Business Outcomes (Level 4 Improvement Practitioner)

The Level 4 Improvement Practitioner standard lists Knowledge, Skills and Behaviours (KSBs) you must demonstrate. They aren’t academic “nice-to-haves”—they were chosen because they repeatedly deliver faster processes, lower costs, better quality and safer, more reliable operations across industries. This article groups the KSBs into practical themes, explains why each matters, how to use it at work, and how to get the most from your learning so it sticks and shows up in results (and in your certification).

1. Problem Definition & Customer Focus (Define)

What the KSBs cover

• Clarifying problem statements, goals and scope
• Voice of the Customer (VOC), Critical-to-Quality (CTQ) requirements
• SIPOC, high-level process maps, stakeholder analysis, risk & benefits thinking

Why these were chosen
Most projects fail because they solve the wrong problem or the right problem in the wrong place. Clear scope + real customer needs = fewer detours, faster wins.

How to use in business

• Write a one-line problem statement with a measurable gap (“On-time delivery is 78% vs target 95%”).
• Convert VOC into CTQs (e.g., “delivery within 48h” becomes a measurable Y).
• Build a SIPOC with the team; agree the boundary before touching data.
• Record stakeholders and their wins/risks; plan brief touchpoints (who/what/when).

Make it stick (learning tips)

• Keep a problem statement vault—your top 10 examples with before/after metrics.
• Rehearse a 60-second charter pitch to sponsors; if it’s fuzzy, your scope is too broad.
• Use a simple CTQ tree for every project; photograph and paste into your portfolio.

1. Data Planning, Measurement & Basic Analytics (Measure)

What the KSBs cover

• Operational definitions, data collection planning, sampling basics
• Visual analysis (pareto, run charts, histograms, boxplots)
• Measurement System Awareness (is your data trustworthy?)

Why these were chosen
If your measurement is off, your decisions drift. Clean data and clear definitions prevent rework and arguments.

How to use in business

• Write operational definitions for each metric (“what counts/doesn’t”).
• Start with “graph first”: pareto → run chart → boxplot by segment before any tests.
• Do a light-touch measurement check: repeat readings or dual checks on a small sample.

Make it stick

• Build a reusable data sheet with columns for date, who measured, definition link.
• Keep a “bad graph” museum of misleading charts you improved—great for teach-backs.
• In reviews, show the data plan, not just the numbers. It builds credibility.

1. Root Cause & Analysis (Analyse)

What the KSBs cover

• Cause & effect, 5-Whys, process analysis, stratification/segmentation
• Basic hypothesis thinking (differences, relationships), risk & failure thinking (e.g., basic FMEA concept)

Why these were chosen
You’re paid to remove causes, not treat symptoms. Structured analysis turns hunches into facts.

How to use in business

• Always stratify results (by shift, product, channel, site) before jumping to fixes.
• Use a cause & effect with evidence tags (D = data, O = observation, E = expert).
• Test the top 1–2 suspected drivers with a simple before/after or paired sample where appropriate.

Make it stick

• Keep a root-cause log (suspect → test → evidence → verdict).
• Practice “one graph, one message”: annotate insights directly on your chart.
• If analysis stalls, ask: “What data would falsify my favourite theory?”

1. Solution Design, Improvement & Change (Improve)

What the KSBs cover

• Creative solutioning, prioritisation (impact/effort), piloting, mistake-proofing
• Change management basics: readiness, communication, training, adoption

Why these were chosen
Great analysis without adoption delivers zero benefit. This set makes change usable and stickable.

How to use in business

• Pick 3 candidate solutions, score with impact vs. ease, and pilot the top one quickly.
• Apply mistake-proofing where defects occur (checklists, interlocks, prompts).
• Build a one-page change plan: who changes what, when; training; comms; go/no-go.

Make it stick

• Run a 7-day micro-pilot before bigger rollouts; show pilot metrics.
• Use before/after videos or screenshots—powerful for sponsor sign-off.
• Capture standard work as the final step of every improvement.

1. Sustain, Control & Benefits Tracking (Control)

What the KSBs cover

• Control plans, monitoring charts/trackers, response plans, handover & ownership
• Benefits realisation and evidence (cash, time, quality, safety)

Why these were chosen
Benefits that don’t last don’t count. Control is the difference between a spike and a step change.

How to use in business

• Build a control plan with 3 columns: measure, frequency/owner, response if off-track.
• Use a simple weekly tracker (run chart) for 8–12 weeks post-go-live.
• Translate outcomes to benefits: hours saved, rework avoided, scrap reduced, risk lowered.

Make it stick

• Agree the KPI owner before go-live; put the tracker on their team board.
• Take a benefits snapshot (baseline vs. current, with £/time/quality) for your portfolio.
• Schedule a 30/60/90-day sustain review—and log it as off-the-job learning.

1. Project Delivery, Governance & Communication

What the KSBs cover

• Project planning, risks, stakeholders, phase-gate reviews
• Clear visual storyboards, concise updates, benefits registers

Why these were chosen
Sponsors back projects that are predictable, visible, and low-surprise.

How to use in business

• Run monthly 30-minute gate reviews: “what we learned, what’s next, help needed.”
• Keep a one-page storyboard with a consistent layout (Problem → Data → Causes → Fix → Control).
• Maintain a benefits log with owner and validation method (finance/ops).

Make it stick

• Time-box updates to 5 slides / 7 minutes; park deep dives for Q&A.
• End each review with a single ask (data access, SME time, sign-off).
• Record a 2-minute screen capture walking your storyboard—great evidence for EPA.

1. People, Teamwork & Behaviours

What the KSBs cover

• Collaboration, facilitation, influencing without authority
• Professionalism, customer focus, safety mindset, continuous learning

Why these were chosen
Sustained improvement is a team sport; behaviours make the tools work in real life.

How to use in business

• Open every workshop with the customer outcome and the metric that matters.
• Use time-boxed huddles (15 minutes) instead of long meetings; finish with actions and owners.
• Celebrate small wins publicly; it builds momentum and engagement.

Make it stick

• Keep a facilitation checklist (purpose, roles, agenda, next steps).
• Ask for a peer shadow once per project to observe your style and give feedback.
• Add a safety or customer note to every improvement idea—embed the habit.

Turning KSBs into Outcomes: A 10-Step Playbook

1. Pick the pain: choose a problem with clear cost/quality/time impact.
2. Write the charter: sharp problem statement, measurable goal, scope, stakeholders.
3. Make the process visible: SIPOC + high-level map in the first week.
4. Plan the data: definitions, where/how/when, small pilot sample.
5. Graph first: pareto + run charts + stratification before any tests.
6. Name your causes: evidence-tagged fishbone, test the top two.
7. Pilot the fix: impact vs. ease, 7-day micro-pilot, measure effect.
8. Lock it in: control plan, owner named, visual tracker, response rules.
9. Count the benefits: translate to £/time/quality; get sponsor sign-off.
10. Teach it back: 5-slide story; upload artefacts to your portfolio.

Getting the Most from Your Learning (and your EPA portfolio)

• Little-and-often logging: record off-the-job hours monthly (training, coaching, project work, reflection).
• Artefact discipline: save charters, maps, graphs, control plans—one PDF per phase.
• Coach prep sheets: before coaching, list wins/blockers; after, note the 3 actions you’ll take.
• Reuse templates: build your own starter kit (charter, SIPOC, data plan, storyboard).
• Practice the story: narrate your project in 3 minutes; refine until a non-specialist “gets it.”

Final word

Level 4 KSBs weren’t selected to tick boxes—they’re the small set of habits that convert everyday problems into measurable, bankable results. If you scope clearly, graph first, test causes, pilot fixes, and lock in control, you’ll see the KSBs come to life in your numbers—and in your performance review.

Appendix

This is a list of the KSB’s for reference

Knowledge

• Compliance: Legislative and customer compliance requirements including environment and health and safety
• Team formation & leadership: Decision-making techniques e.g. consensus, authority rule, majority rule
• Project management: Business case, risk analysis and management, toll-gate reviews, work breakdown structure, lessons learned, pilot studies, project review, process management and measures, benefits tracking
• Presentation & reporting: Reporting templates, message mapping, case for change
• Change management: Stakeholder identification, analysis and management (RACI). Change curve, resistance characteristics, change sponsorship, compelling point of view
• Principles & methods: Business value of Lean and Six Sigma improvement methods – 8D, practical problem solving, Define Measure Analyse Improve Control, Design for Six Sigma
• Project selection & scope: Y=f(x) equation (outputs are the result of inputs), business scorecard cascade
• Problem definition: Cost of Poor Quality, problem analysis models such as Is/Is Not
• Process mapping & analysis: Swim lane, value stream map, performance metrics – continuous, Parameter diagram, Takt time, Overall Equipment Effectiveness, theory of constraints principles, Kanban
• Data analysis – basic tools: Spreadsheets and pivot table analysis, statistical analysis software
• Measurement systems: Repeatability and Reproducibility principles
• Basic statistics & measures: Control charts – attribute data, principles of normality
• Data analysis – statistical methods: Measures of central tendency and spread
• Process capability & performance: Capability analysis – continuous data for normal distribution
• Root cause analysis: Key principles including symptoms, failure-mode, potential/verified cause, critical inputs, escape point. Graphical representation of data with dot, scatter and box plots
• Experimentation: Active versus passive analytics, design of experiments, experiment plan
• Identification & prioritisation: Selection and prioritisation matrix, Failure Mode and Effects Analysis

Skills

• Compliance: Work in accordance with organisational controls and statutory regulations
• Communication: Speak and write clearly. Influence others, question effectively. Plan and deliver meetings presenting insight to engage audiences
• Coaching: Observe, listen, use questioning, provide feedback and spot learning opportunities
• Project management: Define, sequence, plan and schedule activities with phases and milestones. Estimate effort and duration. Create and update project charter. Review progress
• Change management: Sponsorship contract, surface and manage resistance, build compelling narratives for change, assess change impact
• Principals and Methods: Select and apply a structured method and appropriate improvement tools engaging with subject matter experts to deliver business benefits
• Project selection and Scoping: Support the identification of improvement opportunity and the scoping of these projects
• Problem definition: Support development of problem/opportunity statements
• Voice of the customer: Support application of techniques to identify and prioritise customers, their requirements and ensure balance against the stated and unstated needs of the business (Voice of the Business)
• Process mapping & analysis: Process map to measure and analyse flow and value. Identify interfaces, functional responsibilities and ownership. Use insight to identify potential opportunities and map future state
• Lean tools: Seek in-process waste through understanding of value within the value stream
• Measurements systems: Plan, carry out and assess results of a measurement system study
• Data acquisition for analysis: Develop a sampling strategy
• Basic statistics & measures: Use graphical analysis to understand distribution and stability
• Data analysis-statistical methods: Identify data-types and select analysis methods and tools. Assess time series data stability and analyse making relevant insight
• Process capability & performance: Select methods and metrics for analysis
• Root cause analysis: Select and apply the appropriate graphical tool dependent on the data type to identify patterns, trends and signals to establish hypothesis
• Experimentation & optimisation: Plan designed experiment with clear objectives, and appropriate levels of Measurement Systems Analysis, analyse experiment data and optimise
• Identification & prioritisation: Identify and prioritise factors, ideas and solutions
• Data analysis – SPC: Select and apply appropriate tools for ongoing monitoring and control. Analyse and interpret control charts
• Benchmarking: Conduct structured benchmarking to support target setting
• Sustainability & control: Identify failure modes and embed learning from improvements

Behaviours

• Drive for results: Continuous drive for change and encourages others to deliver results across functional areas capturing and standardising best practice
• Team-working: Awareness of own and others’ working styles. Creates high performing team
• Professionalism: Promotes a moral, legal and socially appropriate working manner, aligns behaviours to the organisations values. Maintains flexibility to needs of project
• Continuous development: Proactively seeks and acts on feedback. Reflects on performance and has a desire for development. Adapts quickly to working with new situations/stakeholders/challenges
• Safe working: Ensures safety of self and others, speaks out to challenge safety issues