What’s Different About the New Innovation Engineering Blue Belt Certification Training?
Yes, Blue Belt has evolved.
The original experience helped participants execute projects with clarity and discipline. We have made 6 changes to the training to build your capability to improve the human systems people operate inside every day.
1. Overall Focus and Type of Work
The previous Blue Belt emphasized discrete projects, often similar to product or innovation work with defined deliverables.
The new Blue Belt shifts toward systems-level improvement. Instead of concentrating primarily on one-off projects, it focuses on strengthening ongoing human work systems. Participants learn how to improve execution, coordination, decision-making, and measurable performance across teams.
The emphasis moves from product delivery to internal systems and internal improvement initiatives that shape how work actually gets done.
2. How the Tools Are Taught
In the earlier version, tools were often experienced as individual skills, a powerful toolbox of separate methods.
In the new version, the tools are integrated into a cohesive operating system. Participants see how Blue Cards, Create Sessions, evaluation tools, and implementation cycles connect and reinforce one another as part of a continuous system for improvement.
3. The Role of the Create Session
Previously, the Create session was one important activity within the overall experience.
Now it serves as the central system demonstration. Participants experience the full flow from Blue Card to Create Session to idea supported by math and data.
Day Two opens by building directly on that flow, introducing deeper systems content tied to real-world deployment and measurable results.
4. Case Study Shift
The Create session now focuses on improving a real, ongoing work system rather than developing a new product concept. Participants apply the tools to operational friction, constraints, time pressure, and measurable performance outcomes. This is the first time Blue Belt has centered the Create experience on systems improvement and not new offerings. Instead of asking, “What new thing should we launch?” the question becomes, “How do we redesign this system so it works better for the people inside it?” The result is more immediately applicable learning for leaders responsible for operations, cross functional coordination, and performance improvement.
5. Day Two Structure
Previously, Day Two felt like a collection of advanced skills and tools.
The new structure is organized around a unified improvement system:
Blue Cards for framing and asking for ideas.
Unique Test and Idea Starter Test for evaluation.
PDSA cycles as the engine for learning, implementation, and sustained improvement.
6. The Outcome
The original Blue Belt strengthened individual capability.
The new Blue Belt strengthens systems capability.
It is designed not only for product development or innovation roles, but for leaders, operators, and team members across functions who want to improve how work flows through their organization.
By focusing on systems instead of isolated projects, the updated Blue Belt expands its relevance beyond product teams and into operations, support functions, cross-functional leadership, and culture-building roles. The result is broader organizational impact, stronger execution discipline, and measurable shifts in mindset that influence how teams think, decide, and act every day.