Lean Six Sigma Yellow Belt Training Course



Lean Six Sigma Yellow Belt Training Course: Introduction

Six sigma lean is not an add-on to normal business activities. When implemented it is an integral part of the production process and management is driven by data and philosophy. And all that still doesn’t explain what six sigma is – it is a process which identifies the defects per million in a production process. Optimum production is at level 6, thus six sigma, which equates to 3.4 defects per million. Lean means getting rid of the baggage that slows any process down, and not just production. Together; lean philosophy and six sigma can help with any business; with production processes but also redundant floor space, complaints resolution, and eliminating waste. Important to note; is that six sigma lean is NOT about getting rid of people, but rather empowering employees to be more efficient in their own space. This course will comprehensively teach participants the entire lean six sigma concept, including practice activities to do during the workshop. We will teach participants the philosophy, the foundations of the process, the five principles of lean business, how to incorporate value, reduce waste, explain variation and minimise defects, and how to simplify complexity. For the purposes of this newsletter we will focus on one company who adopted the lean six sigma process and what it did for them. Most senior managers will probably know the story of Toyota, but it’s always good to refresh the memory. Toyota’s production philosophies have become legendary in business; they based their business on fourteen principles. This was later compiled into a book called “The Toyota Way” by business consultant Dr. Jeffrey Liker in 2004. So, what were Toyota’s problems and how did they fix them? Oddly; the first thing they did was establish management philosophies as long term goals, even at the expense of immediate, short term, financial goals. Then they slowed down or speeded up their production to be in rhythm with customer demands – the just in time principle. Thus they avoided over production, and turned from managing inventory to eliminating inventory. By doing this they avoided waste in production and idle or down time among employees. The third principle they adopted was balancing out the workload, the alternative to the start and stop approach of working on projects which is typical of most companies. Very cleverly, they empowered their employees on the floor to get production right the first time. As soon as a defect was detected any employee could stop the production line and address the quality issue. The employees on the floor became management’s eyes and ears, pulling products and stopping machines before anyone else would notice. This meant they had to cultivate a culture of excellence in their employees. Toyota took their culture of excellence to their machinery as well, only using trusted and proven technology. They grew their business relations with the philosophy of long term goals, quality products and loyalty to the company. Toyota invested in their people, only bringing in people who shared their vision. By the very nature of their business philosophy they challenged their partners and competitors to improving themselves. They applied Genchi Gembutsu (go to where the problem is to see for yourself) and Nemawashi (make decisions slowly and by consensus; implement decisions rapidly). The last principle they put into operation was Hansei-Keizen, they became a learning organisation by relentless reflection and continuous improvement. To reserve your spot in this course please contact us at 011 882 8853 or 072

Lean Six Sigma Yellow Belt Training Course :Course Outline

1. Introduction
Structures Involved in a Lean Sigma Six project
Roles and Responsibilities
Activities and Processes within Lean Sigma Six Training
Define, Analyze, Improve, Control
Lean Sigma Six Terminology
Problem Solving Using Various Methods
Cost Benefit Analysis

2. Training
Practical Application of Theory

3. Yellow Belt Training
What is Six Sigma

4. Define
(a) Recognise an Opportunity
(b) Choose a Project
(c) Pareto Analysis
Project Assessment
(d) Developing the Project Plan
Identifying and Overcoming Obstacles
(e) Mapping the Process
Product family Matrix
(f) Voice of the Customer
Kano Analysis
Tree Diagrams
(g) Tollgate Review

4. Measure
(a) Principles of Variation
Measurement of Concepts
Statistical Process Control (SPC)
(b) Establishing a Baseline
Descriptive Statistics
Individual Control Charts
Control Chart Interpretation
Normal Distribution
Process Capability Analysis
Process Yields
Activity Maps
Spaghetti Charts
Value Stream Maps
(c) Stratify Data
Data Collection and Sampling
Matrix diagrams and other tools
Historograms and frequency plots
(d) Setting Goals for Output
(FMEA) Failure Mode Effects Analysis
(e) Tollgate Review

5. Analyse
(a) Process Modelling
(b) Root cause Analysis
The Five Why’s
Ishikawa Diagram
(c) Value Analysis
Value Stream Mapping
Types of waste
(d) Exploratory Data Analysis
(e) Inferential Statistics
(f) Analyse tollgate review

6. Improve and Control
(a)Focus on the problem – statement
Opportunity maps
(b) Theories of cause and effect
Fishbone Diagrams
(c) Model cause and effect
Scatter Plots
(d) Analyse tollgate review
(e) Maintaining a clean and efficient workplace
Lean 5S
(f) Measuring System Analysis
(g) Developing the Improvement Strategy
Planning, Pilot study
Risk Assessment and Mitigation
(h) Implementing Improvements
New Standard Operating Procedure
Implementing full scale changes
Transferring ownership of model
Continuous improvement – Kaizen
(i) Tollgate Review

7. Other Topics
Words from the Wise
Topics not Discussed
Action plan and Evaluations

Lean Six Sigma Yellow Belt Training Course: Course Duration

3 day/s

Who should attend: Lean Six Sigma Yellow Belt Training Course

This course is intended for companies wishing to implement Lean Six Sigma.

**Quote does not include Any Exam Fees (if applicable)

IMPORTANT ACTION: Do Not Wait To Improve Your Skills.  

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