Our acclaimed Lean Six Sigma Yellow Belt Certification training program is a powerful workforce development activity that is structured to teach a core group of process improvement tools. Participants will learn how to work in cross functional teams to solve relevant job related problems through application of these tools.
During this interactive three-day program, participants will begin working on specific work-related problems using the first four phases of the DMAIC process (Define, Measure, Analyze, and Improve). The outcome will be a set of recommendations from each team on steps forward toward an improvement strategy for consideration by management. Completion of the training program will also lead to certification.
Lean Six Sigma Enterprise Approach to Improvement
This is an approach to process improvement that merges the complementary concepts and tools from both the Six Sigma and Lean bodies of knowledge. The resulting approach will have greater impact than one centering on only Six Sigma or Lean. Participants will learn the history of each methodology and how they can complement each other. An introduction will be provided to the nine wastes as well as the stages Define, Measure, Analyze, Improve, Control (DMAIC) of the improvement process, and some of the key tools associated with each stage.
Problem Solving Process/Tools
These tools help to define the problem, determine the root causes, and identify and implementstrategies for improvement. These tools are designed to assist teams understand, organize information, and reach consensus.
This method of thinking about processes acknowledges that all work occurs in a series of connected processes, and that a primary objective of process improvement is reduction of variation. Participants will be introduced to statistical thinking with examples, and will learn how to become “process thinkers” to reduce variation within their disciplines and job functions.
5-S and Visual Controls
Participants will learn how to implement a sustainable 5-S program. They will be taught the steps in 5-S, what a 5-S audit should look like, and they will participate in a classroom simulation that will reinforce the central concept of 5-S and why it is not simply a “clean-up” program. Participants will see examples of visual controls that will stimulate their thoughts on how they can apply these concepts to real world situations
Improvement involves change and change is difficult for most people. We will discuss the underlying reasons for the failure of most change efforts, and strategies to create an environment within which change can be successful.
Contract Yellow Belt Program
Our popular on-campus Yellow Belt certification program is also available as a customized contract program held onsite at your location, or as a “blended” program with both onsite elements and remote or online components. Contact us for more information.
During this interactive three day program, participants will begin working in teams on specific work-related problems using the first four phases of the DMAIC process (Define, Measure, Analyze, and improve). The outcome will be a set of recommendations from each team on steps forward toward an improvement strategy for consideration by management.
Schedule for 2018
|January 10 - 12, 2018||Closed|
|March 16 - 18, 2018||Open|
|May 16 - 18, 2018||Open|
|August 22 - 24, 2018||Open|
|October 24 - 26, 2018||Open|
|Day 1||8:30 AM - 4:30 PM||Introduction to Lean Six Sigma, Key Define Stage Tools|
|Day 2||8:30 AM - 4:30 PM||Define Stage, Measure & Analyze Tools|
|Day 3||8:30 AM - 4:30 PM||Improve and Control Tools, Team Presentations|
Management is encouraged to attend presentations.
Yellow Belt Pricing
Individual Registration: $750
Group Registration (no other discounts apply):
Refunds will be issued for cancellations received and confirmed at least 10 business days prior to the program date. No refunds will be issued for cancellations received after that date. Please email email@example.com with any questions.
Seminar registration will be confirmed upon receipt of payment.
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