# Lean Six Sigma Green Belt

## Lean Six Sigma Green Belt course focuses on providing students with an understanding of the various Six Sigma and Lean tools and techniques useful to improve the production process and minimize defects in the end product with a greater focus on the practical implementation of these tool and techniques in the organization.

**Council for Six Sigma Certification: Green Belt Training Body of Knowledge (CSSC)**

Green Belts are Six Sigma Professionals who work closely under Black Belts, responsible for doing most of the Six Sigma data collection. Since this methodology is highly statistical in nature, it is of utmost importance to start with a complete set of good and accurate data. Green Belts are usually employees of a Six Sigma company who also have other day to day responsibilities within the framework of that company.

Occasionally, a Green Belt can also fulfill minor leadership roles within a Six Sigma Team, especially for smaller scale projects. They are well-educated on the correct use of the Six Sigma Tools and employ them under the direction of a Black Belt Project Leader.

**What is Six Sigma?**

- Data Driven Processes and Decisions
- Decision Making Without Six Sigma
- Decision Making With Six Sigma
- Defining Six Sigma
- Real World Examples
- Calculating Sigma Level
- Sigma Level Is Not a Final Indicator
- Common Six Sigma Principles
- Customer-Focused Improvement
- Value Streams
- Continuous Process Improvement
- Variation
- Removing Waste
- Equipping People
- Controlling the Process
- Challenges of Six Sigma
- Lack of Support
- Lack of Resources or Knowledge
- Poor Project Execution
- Data Access Issues
- Concerns about Using Six Sigma in a Specific Industry

**Six Sigma History and Application**

- The Development of Statistical Process Control
- Continuous Process Improvement: Toyota and Lean
- Motorola’s Focus on Defects
- ABB, Allied Signal, and General Electric
- Continued Growth of Six Sigma
- Applying Six Sigma Knowledge
- The Levels of Six Sigma Certification
- White Belt
- Yellow Belt
- Green Belt
- Black Belt
- Master Black Belt
- Certification Exams

**Other Process Improvement and Quality Methods**

- Other Formal Quality or Process Improvement Programs
- Lean Process Management
- Total Quality Management
- Business Process Reengineering
- Rummler-Brache
- Scrum
- The Customer Experience Management Method (CEM)
- JumpStart
- When to Choose Six Sigma
- When Facing the Unknown
- When Problems Are Widespread and Not Defined
- When Solving Complex Problems
- When Costs Are Closely Tied to Processes

**Lean Concepts**

- The Seven Muda
- Overproduction
- Correction
- Inventory
- Motion
- Conveyance
- Over-Processing
- Waiting
- Other Forms of Waste
- Talent
- Ideas
- Capital/Cash
- Two Types of Muda
- Type I Muda
- Type II Muda
- 5S
- Phase I: Sort
- Phase 2: Straighten
- Phase 3: Shine
- Phase 4: Standardize
- Phase 5: Sustain
- Just-in-Time Manufacturing
- Lean Concepts Crop Up in Many Improvement Methodologies

**Basic Six Sigma Concepts**

- Standard Deviation
- The Pareto Principle
- Creating a Basic Pareto Chart in Excel
- Voice of the Customer
- Building a VOC Campaign
- Selecting the Right VOC Tools
- The Likert Scale
- Basic Metrics
- Defects per Million Opportunities
- Defects per Unit
- First Time Yield (FTY)
- Rolled Throughput Yield (RTY)

**Approaching the Problem**

- Problem Functions: y = f(x)
- The 5 Whys
- When to Use 5 Whys
- Conducting a 5 Whys Session
- Creating a Problem Statement
- Example of a Strong Problem Statement
- Example of a Weak Problem Statement
- Writing Your Own Problem Statement
- Problem Statements Lead to Objective Statements/Goals

**What is a Process?**

- What is a Process?
- Four Layers of the Process Definition
- The Steps
- Processing Time
- Interdependencies
- Resources and Assignment
- Major Process Components
- Inputs
- Outputs
- Events
- Tasks
- Decisions
- All Components Are Related
- Process Owners
- What does a process owner do?
- Data
- Defining Process Components: The SIPOC
- Benefits of a SIPOC Diagram
- Creating a SIPOC Diagram
- Tips for a SIPOC Brainstorming Session
- Sample SIPOC Diagrams
- Business-Level SIPOC Diagram
- SIPOC of an Automated Process
- SIPOC with Enablers Noted
- Create Your Own SIPOC Diagram

**Quality**

- Critical to Quality Characteristics
- Why Identify CTQs?
- Using a CTQ Tree to Convert Customer Needs to Quality Metrics
- The CoQ and the CoPQ
- The Cost of Poor Quality
- Calculating the Cost of Poor Quality
- The Cost of Quality
- Calculating the Cost of Quality
- The Cost of Quality and Six Sigma
- Managing Cost of Quality
- Quality is Critical to Success

**Selecting the Right Projects**

- Juggling the Right Amount of Projects
- Enterprise-Level Selection Process
- The Project Viability Model
- Project Selection at a Process Level
- See For Yourself

**Basic Six Sigma Team Management**

- Building a Six Sigma Team
- Team Member Roles
- Timelines, Scheduling, and Milestones
- Phase-Based Timeline
- Critical Path Method
- Milestone Meetings
- Budgets
- Defined Measures of Success

**Introduction to DMAIC and DMADV**

- DMAIC versus DMADV
- Define
- Measure
- Analyze
- Improve
- Control
- Design
- Verify
- Breaking Up the Elephant

**Define**

- Creating a Project Charter
- Benefits of an Organizational Team Charter Template
- Details for Charter Elements
- Review the Charter with Success in Mind
- Project Ground Rules
- Define Toolset
- Stakeholder Analysis
- In and Out of the Box Method
- Is/Is Not Matrix
- Define Tollgate Checklist

**Measure**

- Failure Modes and Effect Analysis
- Collecting Data
- Continuous Versus Discrete Data
- Levels of Data
- Choosing the Best Measurement Systems
- Gage R&R
- Collecting Data
- Delivering a Baseline Metric
- Measure Tollgate Checklist

**Analyze**

- Root Cause Analysis
- The Cause and Effect, or Fishbone, Diagram
- Root Cause Verification Matrix
- Graphical Analysis
- Statistical Analysis
- Analyze Tollgate Checklist

**Improve**

- Solutions Selection Matrix
- Cost Benefit Analysis
- Piloting a Solution
- Planning Implementation
- Documentation
- Training
- Transition
- Improve Tollgate Checklist

**Control**

- Revise FMEA
- Create a Control Plan
- Visual Management
- SPC Charts
- Control Versus Capability
- Team Celebration and Reflection
- Control Tollgate Checklist

**Intermediate Graphical Analysis**

- Additional Graphical Analysis Tools
- Bar Charts
- Pie Charts
- X Y Scatter Diagrams
- Creating an X-Bar Control Chart without Statistical Software
- Adding Free Data Analysis Tools to Excel

**Normal Probability Distributions**

- Probability Distributions
- Applying Basic Probability Concepts to Six Sigma Analysis
- Histograms
- Creating a Histogram in Excel
- Normal Distributions
- Normality Testing in Excel: Chi-Squared Goodness-of-Fit Test
- Normal Probabilities

**Correlation and Regression**

- Correlation
- The Correlation Coefficient
- Calculating Correlation Coefficient in Excel: Two Methods
- Linear Regression Analysis
- Analyzing Regression Using the Data Analysis ToolPak
- Using Correlation and Regression in Six Sigma

**Non-Normal Probability Distributions**

- Reviewing Normal Probability Distributions
- Non-Normal Continuous Distributions
- Lognormal Distribution
- Weibull Distribution
- Other Types of Continuous Distributions
- Non-Normal Discrete Distributions
- Binomial Distribution
- Poisson Distribution
- Other Types of Discrete Distributions
- Applying Data to Real-World Situations

**Hypothesis Testing**

- Hypothesis Test Basics
- Selecting the Right Hypothesis Test
- Hypothesis Tests for Discrete Data
- Hypothesis Tests for Continuous Normal Data
- Hypothesis Tests for Continuous Non-Normal Data
- Why Run Hypothesis Tests
- Running Hypothesis Tests
- Hypothesis Test Examples
- Hypothesis Testing in Analyze, Improve, and Control
- A Review of Hypothesis Testing Terms

**Sample Size**

- A Review of Hypothesis Testing Errors
- What Information is Required for Choosing Sample Size?
- Guidelines for Setting Various Numbers When Calculating Sample Size
- Sample Size Calculations: Choosing the Right Method
- Running and Analyzing Sample Size Tests in Minitab
- Sample Calculations for a 1-Sample T Test
- Sample Calculations for a 1-Sample Proportion Test
- Sample Size Calculations for a 2-Sample T Test
- A Reminder Regarding Random Samples

**Advanced Control Charts**

- Common Control Chart Types and When to Use Them
- Creating and Reading Control Charts in Minitab
- X-Bar & R Charts or X-Bar & S Charts
- I-MR Chart
- P-Chart
- Practice Interpreting Control Charts
- Common Cause versus Special Cause Variation
- Additional Minitab Control Charts

**Applying Statistics to Business Applications through Six Sigma**

- Common Challenges When Presenting Statistical Analysis
- Why Include Some Statistics?
- Tips for Creating Business-Friendly Presentations
- Understand the Target Audience
- Tell a Story with Text and Images
- Be Clear and Concise
- Don’t Misuse Your Tools
- Don’t Let the Presentation Drive the Project

**Training Cost – N350,000**

**Duration: 4 Days plus 3 months Project Mentoring**