Cultivating Continuous Improvement: My Path from Green to Black Belt Certification

By Kishore Acharya

Berea College takes pride in working efficiently, effectively, and with a mindset of continuous improvement. At the heart of this effort is the Office of Continuous Improvement (CI), which leads the charge to enhance systems and processes across campus. To strengthen these initiatives, CI has partnered with the University of Tennessee’s Haslam College of Business to offer Lean Applied to Business Process (LABP) training to Berea employees. So far, around 16% of Berea staff have participated in this training, and 14% have gone on to complete Green Belt certification. I’m proud to be one of those Green Belt recipients.

Our Green Belt instructor, Bill Peterson, is a seasoned Lean professional with extensive experience teaching at the University of Tennessee. His guidance helped bring Lean principles to life in a meaningful and practical way. At its core, Lean thinking is about doing more with less to eliminate waste, improve workflow, and focus on value. More than a set of tools, Lean is a mindset that encourages us to shift from task-level thinking to a broader, systems-level perspective, always asking “how can we make this better?” For my Green Belt project, I analyzed the Full-Time Equivalent (FTE) requirements for Housekeeping and Grounds Maintenance using APPA standards, widely accepted benchmarks in facilities management across U.S. higher education. This project involved evaluating service levels, inspections, and staffing needs to support cleanliness and grounds attention throughout campus.

Now, I have taken the next step in my Lean journey by joining Berea College’s first Lean Six Sigma Black Belt cohort. I trained alongside Heather Schill, Candis Arthur, and Erick Shyaka, and our instruction is led by Bertram P. Wells, a Master Black Belt with years of experience through the University of Louisville. For my Black Belt project, I analyzed HVAC/R (Heating, Ventilation, Air Conditioning, and Refrigeration) maintenance costs. After extensive data analysis, I found that equipment replacement and repair represent the highest cost drivers. To dig deeper, I focused on our Computerized Maintenance Management System (CMMS) and realized that gaps in data collection and record-keeping were preventing us from making informed, proactive decisions. Improving our data integrity in CMMS will be a key focus moving forward.

You don’t need to be in a Black Belt program to start making a difference. Whether you're curious about Lean, want to improve a process in your department, or just like the idea of working smarter, not harder, there’s a place for you in Berea’s continuous improvement journey. Start by exploring the Lean Applied to Business Process (LABP) training offered each June. It’s a hands-on, practical introduction to Lean thinking that equips you with tools you can use right away. From there, you might find yourself inspired to take on a Green Belt project, or simply bring a fresh perspective to your everyday work. If you're interested in learning more or getting involved, reach out to the Office of Continuous Improvement. They’re here to support you, whether you're ready to dive into a project or just want to learn what Lean is all about.