Description
Lean Six Sigma Green Belt Practitioner
Improvement projects aim to reduce the cost of poor quality, increase process capability, minimise process cycle time and remove waste to deliver what the customer wants, ultimately resulting in increased customer satisfaction.
Lean Six Sigma Green Belt Practitioner provides the skills necessary to successfully complete DMAIC projects, including basic knowledge of planning, team problem-solving methods and improvement strategies.
The training combines lectures with interactive group exercises and hands-on work using examples related primarily to the services industry.
Please note: This course includes a refresher of the content encountered in the Yellow Belt course. It is therefore recommended that delegates who have attended the Yellow Belt course gain several months of practical experience before returning to complete this course.
Entry Points and Prerequisites
The main focus of this course is the application of Lean Six Sigma DMAIC methods to real life improvement projects within the delegate’s own organisation. There are two anticipated entry points to this course:
- Previous Yellow Belt training – the Green Belt course covers all of the material taught on the Yellow Belt course and serves as a refresher and then builds on the Yellow Belt knowledge. It is recommended that those who have attended the Yellow Belt course should use the methodology in their work environment before attending the Green Belt course. It is suggested a minimum of three months should be between the Yellow Belt and Green Belt courses.
- No previous training – This course also fully caters for those wishing to go straight to Green Belt level. All of the material taught at the Yellow Belt level is included in the course.
N.B. It is not a requirement to attend the Yellow Belt training before you attend the Green Belt course.
Please refer to the notes regarding your Green Belt project, see below:
Green Belt Preparation – Whilst the Yellow Belt training is intended to provide an overview of the methodology sufficient to participate as Project Contributors and undertake small improvements, Green Belts are required to lead at least one project, as part of the certification requirements. For this reason delegates are expected to bring a potential Green Belt project with them to the course. Aspects of their project will be looked at during the course. Support will be provided during the course to help delegates determine the suitability of their Lean Six Sigma project.
Delegates are also expected to bring an idea of a potential improvement to the course.
Delegates will learn how to
- Understand Problem-solving and Process Improvement methods
- Plan and manage a real Lean Six Sigma DMAIC project
- Identify the elements of Cost of Poor Quality and waste in a process
- Structure a Measurement System and identify the appropriate metrics to support quantitative process improvement efforts
- Understand Root Cause Analysis and Value Analysis Methods Understand Process Improvement Strategies
- Communicate with key stakeholders and drive change in the organisation
- Use many of the common Process Improvement tools
Course Outline
Introduction
- History of Lean and Six Sigma
- The Lean Six Sigma combination
- Analysis of Waste (Muda)
- Roles and responsibilities in Lean Six Sigma
- Linking improvements with corporate strategy
- Various improvement methodologies
- Improvement project selection
Define
- Project Charter including Team creation, Problem definition, Scope determination, Time planning, Goals, Business Opportunity
- Cost of Poor Quality (CoPQ)
- Affinity Diagram & Kano Diagram
- Voice of the Customer including Critical to Quality (CTQ)
- Voice of the Process including SIPOC
- Define Tollgate
Measure
- Gemba and Gemba Walk
- Detailed process maps – e.g. Swim Lane Diagram
- Basic statistics – Data types / Population & Sample
- Measuring data – Average & Variability indicators
- Measurement System Analysis
- Data collection plan and execution
- Graphical representations
- Yield and Defects – process capability measures
- Process efficiency
- Developing a Process Baseline
- Measure Tollgate
Analyse
- Process Value analysis – Value stream mapping
- Root Cause Analysis – process decomposition
- Five Whys / Fishbone Analysis
- Analyse Tollgate
Improve
- Generating Solution Ideas – Brainstorming (Six Thinking Hats)
- Process Improvement strategies
- Selecting Solutions (Pugh matrix)
- Risk Management
- Pilot Projects
- Improvement validation
- Improvement qualification (quantifying improvements)
- Improve Tollgate
Control
- Sustaining improvement
- Statistical Process Control (SPC) Control charts
- Close the project
- Control Tollgate
Certification
There is no exam at the end of the course. To achieve a Green Belt Certification, delegates are required to complete an improvement project demonstrating a use of appropriate tools, project results and business benefits.
