Lean Six Sigma Yellow Belt Certificationin Accredited Courses & Certifications
What you will learn?
Introduction to The Yellow Belt
The Phases of DMAIC (ii)
The Phases of DMAIC (i)
The PDCA Improvement cycle
Manage the project portfolio
Primary Problem solving
Lean Six Sigma Belt Roles
About this course
Lean Six Sigma Yellow Belt Certification:
Welcome to Cannsult Lean Six Sigma Yellow Belt Training - the second level of certification that builds upon the basic concepts of Lean and Six Sigma. After successful completion of this course, you will have the skills to identify and solve problems at the source.
As a Yellow Belt, you will be the first line of defense for the organization and will have the skills to understand issues, identify the root cause and implement solutions that improve results and create a better workplace. In addition to Primary Problem-Solving, you will have a greater understanding of the structure and milestones of Lean Six Sigma projects. You will have greater insight into the work of the Green Belt Project Leaders and will be equipped to participate as a productive Team Member on more complex Green Belt projects.
Suggested by top companies
Top companies suggest this course to their employees and staff.
The role of all participants in Lean Six Sigma projects is to improve an organization. Competent Yellow Belts can lend extra pairs of hands and eyes to collect data and offer proficient insight into how processes are working. The Yellow Belt level is where all future Six Sigma Green Belts get their start. Yellow Belt participants who show enthusiasm and the aptitude for Lean Six Sigma can continue training as Green Belts and can then attain even higher belt rankings and greater expertise if they choose to do so.
Now, let’s get started by meeting your instructors.
In highly successful companies, a common trait is the importance that they place on building highly functioning teams of engaged employees.
Clarifying the different roles and the expectations of each is a key factor for high level engagement.
There are different specific roles involved in a Lean Six Sigma implementation and in this module, we’ll review the roles and the competencies of each.
We have created a simple, but powerful guide to help tackle this issue – we call it Primary Problem-Solving. The focus is…in this order:
#1. Prevent issues where possible
#2. When we cannot prevent, have a mechanism to detect issues early
#3. and when issues are detected, be ready with a quick and effective Response.
So, Prevention, Detection and Response
In this chapter: No matter your role in Continuous Improvement, whether you are a yellow belt, green belt or higher, you should have an idea of how projects are (or should) be selected and what it takes to keep the project portfolio organized and delivering results.
The PDCA Improvement Cycle; It’s sometimes called the "Deming Wheel," or "Deming Cycle” because it was developed by Dr Deming in the 1950s.
Deming himself called it the "Shewhart Cycle," as his model was based on an idea from his mentor, Walter Shewhart.
Deming wanted to create a way of identifying what caused products to fail to meet customers' expectations.
His solution helps businesses to develop hypotheses about what needs to change, and then test these in a continuous feedback loop.
DMAIC is an acronym that stands for the phases of a Root Cause Analysis improvement project. The phases are Define, Measure, Analyze, Improve and Control.
In this section of the training, we will dive into each phase and share with you the purpose and main milestones of each.
Let’s go through the phases of DMAIC, getting to the heart of an improvement project.
Sometimes, a project makes it all the way through project selection, project initiation and the Define phase. But when it comes time to validate the Baseline Measure, the numbers don’t support the project – the problem is not as big as expected.
That’s when the team brings the info to the Sponsor for a decision on next steps.
Those next steps might be to get a different baseline measure, change the scope of the project OR kill the project.
If the problem is validated, the team is ready to update the Project Charter with more details and they’re ready for the tollgate meeting with the sponsor.
If you’ve been on an exceptional team, think about what made the team exceptional?
Vision, spirit, trust, listening.
Somehow, the differences between people became a source of strength instead of an obstacle. Everyone contributed, but the whole was greater than the parts.