Scaling Lean Six Sigma Worldwide: How Rogers Transformed Training Into Lasting Impact With GLSS
United States
Professional Services
Operations
Company-wide
- Operational performance improved as projects identified bottlenecks, reduced inefficiencies, and delivered measurable savings.
- Employee engagement increased because people had the tools to make meaningful improvements in their areas of work.
- Global alignment strengthened, with consistent training and certification creating a common language of improvement across regions.
Rogers Corporation is no stranger to innovation. Founded in 1832 in Connecticut, Rogers began as a paper manufacturer and steadily transformed into a global leader in engineered materials. Over nearly two centuries, Rogers has built a reputation for solving complex engineering challenges with creativity, precision, and quality. Today, their products play a critical role in industries such as automotive, telecommunications, aerospace, clean energy, and consumer electronics.
What has made Rogers stand out across its long history is not just its materials expertise, but its ability to adapt to changing times. From making paper for the first U.S. currency to producing cutting-edge high performance engineered materials. Rogers has repeatedly shown resilience and forward thinking. This culture of evolution continues today, where operational excellence and continuous improvement are central to the company’s strategy.
For Rogers, operational excellence isn’t optional—it’s essential. As a global manufacturer of engineered materials, consistent quality, efficiency, and reliability directly impact their ability to serve customers. To maintain leadership in such a competitive space, Rogers needed to scale Lean Six Sigma (LSS) training across the organization.
To maintain leadership in such a competitive space, Rogers needed to scale Lean Six Sigma (LSS) training across the organization.
The challenge was clear: train as many employees as possible in Yellow, Green, and Black Belts so that they could bring LSS tools into both projects and daily operations. But several barriers stood in the way:
- Engagement hurdles: Encouraging employees around the globe to participate in LSS training and apply it in their day-to-day work required the right approach.
- COVID-19 disruption: Travel restrictions and safety concerns made traditional, in-person training nearly impossible.
- Logistical and financial strain: Organizing global in-person sessions was not only expensive but also challenging for frontline teams with limited flexibility.
- Consistency across locations: With operations spread across regions, ensuring a high-quality and standardized training experience worldwide was critical.
For Rogers, overcoming these challenges wasn’t just about education. It was about reinforcing a culture where continuous improvement is part of everyone’s role. That meant finding a solution that was scalable, accessible, and engaging enough to bring employees into the improvement journey.
It was about reinforcing a culture where continuous improvement is part of everyone’s role.
The turning point came in 2022, when Rogers piloted the GLSS Online Training & Certification. The pilot provided a flexible, cost-effective, and engaging way for employees to build LSS skills without the limitations of geography or scheduling.
Feedback was overwhelmingly positive. Participants reported not only a stronger understanding of Lean Six Sigma principles but also greater confidence in applying them to real problems. Leadership quickly saw that GLSS’s innovative instructional design—built for accessibility and engagement—was the path forward.
Participants reported not only a stronger understanding of Lean Six Sigma principles but also greater confidence in applying them to real problems. Leadership quickly saw that GLSS’s innovative instructional design… was the path forward.
Encouraged by this success, Rogers expanded the training in 2023 and 2024, committing to a multi-year rollout. Over three years, they achieved remarkable results:
- 174 Yellow Belts certified
- 68 Green Belts certified
- 4 Black Belts certified
These numbers represent more than just credentials. They reflect a growing network of employees equipped to lead process improvements, reduce waste, streamline operations, and deliver value back to the business.
As training expanded, so did the cultural shift within Rogers. Teams began to view Lean Six Sigma not as an isolated initiative, but as part of their everyday approach to problem-solving. Employees at every level were able to take ownership of improvement opportunities, using the skills they gained from GLSS training.
Employees at every level were able to take ownership of improvement opportunities, using the skills they gained from GLSS training.
The ripple effect was powerful:
- Operational performance improved as projects identified bottlenecks, reduced inefficiencies, and delivered measurable savings.
- Employee engagement increased because people had the tools to make meaningful improvements in their areas of work.
- Global alignment strengthened, with consistent training and certification creating a common language of improvement across regions.
Sustaining Momentum
and Driving Continuous Improvement
Rogers Corporation’s journey underscores an important lesson for organizations everywhere: culture drives performance. By choosing GLSS Training & Certification, Rogers found a way to embed Lean Six Sigma into the DNA of its workforce.
GLSS’s innovative design—online, flexible, and accessible—made it possible for Rogers to scale training faster, deliver results quicker, and ensure a consistent, high-quality learning experience across the globe.
GLSS’s innovative design—online, flexible, and accessible—made it possible for Rogers to scale training faster, deliver results quicker, and ensure a consistent, high-quality learning experience across the globe. The outcome is more than certifications; it’s a culture that continuously improves, adapts, and thrives.
As Rogers looks to the future, they are already planning their fourth wave of training in 2025. With GLSS as a partner, Rogers is building an agile workforce ready for any challenge—whether it’s supply chain shifts, technological changes, or evolving customer needs.
The real success story is not just the numbers but the transformation of mindset. Rogers has created a culture where every employee sees themselves as part of the improvement journey—and that’s what sets them up for lasting success.
“I always say that this is not a sprint, it’s a marathon, and with the help of GLSS our team has the right tools to endure the race.”
– Kristen (Continuous Improvement Process Engineer)
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