

Six Sigma Yellow Belt Training Course
Overview:
Introduction:
The IASSC Certified Lean Six Sigma Yellow Belt (ICYB) is a part-time professional who is well-versed in the foundational elements of the Lean Six Sigma Methodology, leads limited improvement projects, and/or participates as a team member in more complex improvement projects led by a Certified Green Belt or Certified Black Belt. The IASSC Lean Six Sigma Yellow Belt Body of Knowledge defines a Lean Six Sigma Yellow Belt as having a full grasp of the fundamental features of the Lean Six Sigma Method, including proficiency in the subject topics covered within the Define, Measure, and Control (DMC) phases. A Yellow Belt in Lean Six Sigma knows how to implement, perform, interpret, and apply Lean Six Sigma.
Course Objectives:
At the end of this course the participants will be able to:
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Gain a basic working knowledge of the Six Sigma DMAIC process
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Develop an understanding of the Lean concepts and their practical application
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Identify and reduce 8 types of waste
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Identify process improvement opportunities
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Develop basic problem solving & continuous improvement skills
Targeted Audience:
- Key operational Staff who have intimate knowledge of and day-to-day expertise with the company's business processes. In Lean Six Sigma Green or Black Belt projects, Yellow Belts are key contributors or team members.
- This course is also appropriate for anybody interested in gaining a broad grasp of Lean Six Sigma ideas and practices.
- Six Sigma is a lean methodology. Yellow belt training is often employed as a basic competence for all employees in world-class Lean Six Sigma organizations.
Course Outlines:
This Lean Six Sigma Yellow Belt training course covers the following areas
UNIT 1: Introduction to Lean 6 Sigma
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What is Lean 6 Sigma?
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Two Parts of Lean 6 Sigma
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Focus of Lean and Lean Temple and Focus of Six Sigma and Making Customers Happy
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How they Complement Each Other
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Key Principles of Lean 6 Sigma and Lean 6 Sigma Belts
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TKA Lean 6 Sigma Belt Structure and Training Roadmap
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Role of the Yellow Belt and L6S Support Network
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Processes and Different Ways of Looking at Process Improvement
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What is a Process?
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Process Concepts and Types of Process
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Comparing Process Types, Customers, Value, and Waste
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What are Customers? Who Wants the Outputs?
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Tension Between the VOB and VOC
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What Do We Mean by Value?
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Path to Value and Dealing with Values
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Muda (Waste) and Seven Wastes (Muda) of Lean
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Types of Demand, Case Study Exercise and Key Metrics
UNIT 2: DMAIC Cycle
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What is DMAIC?
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Define
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Common Tools for Define Phase and Gemba Tools
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Process Stapling and Measure
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Common Tools for Measure Phase
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Spaghetti (Movement/Transportation) Diagrams
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Measure Tool: Measles Charts and Analyse
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Common Tools for Analyse Phase
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Improve and Common Tools for Improve Phase
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Control and Common Tools for Control Phase
UNIT 3: Yellow Belt Tools and Techniques
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Lean Triad, 5s, Poka Yoke, SMED
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Voice of the Customer (and CTQ’s)
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Customer Chains and 4 Steps of VOC
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Affinity Diagrams and Kano Diagrams
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CTQs and Requirements
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SIPOC
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What is a SIPOC? An Example SIPOC
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CSandF Web Fulfilment SIPOC
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Creating a SIPOC and Top Tips – SIPOC
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Value Stream Analysis and Value Stream Terminology
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Process Maps and Aim of Value Stream Mapping
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Swim Lanes and Typical Process Map Contents
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Value Stream Maps and Headache Tablets: Value Stream Mapping
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Heijunka and Heijunka in a Nutshell
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Single Piece Flow, Pull, Kanban
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Three-Bin System, Andon
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Variation and SPC and Statistical Process Control (SPC)
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Two Types of Process Variation
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Red Bead Experiment and Standard Deviation (SD)
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Understanding Control Charts, Defects and Process Capability, Conversion Table
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Process Capability, Identifying Process Efficiency
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Process Efficiency and Identifying Process Efficiency
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Key DPMO Terms and Identifying the Root Cause(s)
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5 Whys and Fishbone Diagram
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Solving Problems and Problem-Solving Framework
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Prioritisation Tools and Tools and Techniques to Generate Needed Solutions
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Introduction to Kaizen, Kaizen in a Nutshell, and Kaizen in a Business Setting
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Lean Teams and Introduction to Lean Team
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Managing Progress and Demonstrating Control