Lean Six Sigma - Yellow Belt Course with Certification

Define value from the customer’s perspective and map the value stream to identify steps in lean principles. Create flow, pull, and pursue perfection to optimize processes within lean six sigma.

Learn how lean principles blend with Six Sigma to boost quality by minimizing defects and variation. Apply data-driven, statistical methods to understand and control process mean and standard deviation.

Explore the statistical concept of process capability and how specification limits measure whether a process meets customer-defined targets within a realistic range.

Learn to calculate the process capability index (Cp) using data from a stable, normally distributed process. Aim for Cp above 1.33 to ensure capability within specification limits.

Apply Lean Six Sigma's cause and effect to link delivery time and customer value to variables in the value stream, and improve root causes to shorten time and boost outcomes.

Assemble a small cross-functional team to use a lean six sigma fishbone diagram, brainstorm potential root causes, group them into categories, and prioritize analysis for improvement.

Listen to customers to define value, translate needs into specifications and critical-to-quality metrics, and link drivers to measurable characteristics via a one-page cause-and-effect chart for actionable process improvement.

Capture the voice of the customer through surveys, interviews, focus groups, and observation to identify drivers and needs. Translate these VOC insights into themes and queue-ready specifications that define value.

Define quality as meeting customer expectations by delivering value with minimal effort, cost, and time, using critical-to-quality drivers and measurable elements to drive defect reduction in processes.

learn to measure defects with defects per million opportunities (dpo) and count defects at key process stages to improve first-time delivery and overall quality.

Explore the house of lean, where stability, standard processes, flow, and quality build value for customers. Embrace continuous improvement and respect for people to sustain fast delivery and high performance.

Define value from the customer’s perspective, map the value stream, and create flow by eliminating waste and unnecessary movement. Pursue continuous improvement to reduce defects and deliver value faster.

identify and eliminate waste using the Tim Woods framework, which catalogs eight common non-value adding categories such as transportation, inventory, motion, waiting, over-processing, over-production, defects, and skills.

Identify common cause and special cause variation to understand how variables shape outcomes. Apply targeted actions to reduce special variation and stabilize standard processes.

Use control charts to track process variation over time and identify common and special causes, with upper and lower control limits roughly three standard deviations from the mean.

Kaizen, the lean philosophy of continuous incremental improvement, empowers front-line teams to implement small, rapid changes using PDCA cycles for quick learning and value for customers.