Lean Six Sigma Green Belt

Explore three levels of process issues with the apple tree analogy, and apply lean to remove non-value-added activities while Six Sigma reduces variation for higher customer satisfaction.

Discover six sigma as a data-driven metric to measure variation and reduce defects toward 3.4 per million. Apply the dmaic lifecycle as a structured, outcome-focused problem-solving framework.

Examine how defects per million opportunities and defects per opportunity relate to unit counts, and how multiplying by a million yields dpmo, while converting dpmo to z-score with Excel's norm.inv.

Explain how to compute dpmo for accounts receivable using 13 defects in 10,000 opportunities (five opportunities per invoice), yielding 1,300 dpmo and a z score of 3.01 from short-term data.

Analyze long-term dpmo and z score from accounts receivable data. Compare long-term z score (1.5) to short-term (3.01) and note that the long-term score equals the short-term score minus 1.5.

Study the 1.5 sigma shift between short-term and long-term z scores and its impact on dpmo. See how short-term sigma maps to long-term dpmo across levels.

Trace the history of six sigma from Motorola's quality drive to the dmaic method, design for six sigma, and the lean six sigma integration with lean and agile.

Trace the history of continuous improvement before Six Sigma and DMG, outlining key contributors, from Walter A. Shewhart’s PDCA cycle and control charts to Deming’s top-management obligations and Taguchi’s robustness.

Outline sponsor, champions, master black belt, black belt, green belt, yellow belt roles, process owners, training, and collaboration for change management and sustainable Six Sigma deployment.

Learn to apply standard process mapping tools—SIPOC, top-down flow chart, activity diagram, swimlane, value stream map, and spaghetti diagram—to identify current-state inputs, outputs, and value-added versus non-value-added steps.