Middle East Training

& Development

Six Sigma Yellow and Green Belt Training

What is Six Sigma and Lean?

What was today to become Lean Six Sigma can be traced to Motorola in the United States in 1986 to compete with the Kaizen business model in Japan. Ever since World War 2 Japan was experiencing an economic boom and Japanese products at the time had a higher quality than American ones. In the 1990s Allied Signal hired Larry Bossidy and introduced Six Sigma in heavy manufacturing. General Electric's Jack Welch consulted Bossidy and began Six Sigma at General Electric.

During the 2000s Lean Six Sigma forked from Six Sigma.

Lean Six Sigma is a synergized managerial concept of Lean and Six Sigma. Lean traditionally focuses on the elimination of the eight kinds of wastes/muda classified as defects, over-production, waiting, non-utilized talent, transportation, inventory, motion and extra-processing. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in (manufacturing and business) processes. Synergistically, Lean aims to achieve continuous flow by tightening the linkages between process steps while Six Sigma focuses on reducing process variation (in all its forms) for the process steps thereby enabling a tightening of those linkages. In short, Lean exposes sources of process variation and Six Sigma aims to reduce that variation enabling a virtuous cycle of iterative improvements towards the goal of continuous flow.

Lean Six Sigma uses the DMAIC phases similar to that of Six Sigma. Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects, based on critical to quality characteristics. The DMAIC toolkit of Lean Six Sigma comprises all the Lean and Six Sigma tools. The training for Lean Six Sigma is provided through the belt based training system similar to that of Six Sigma. The belt personnel are designated as yellow belts, green belts, black belts and master black belts, similar to judo.

Six Sigma

For each of these belt levels skill sets are available that describe which of the overall Lean Six Sigma tools are expected to be part at a certain Belt level. These skill sets provide a detailed description of the learning elements that a participant will have acquired after completing a training program. The level upon which these learning elements may be applied is also described. The skill sets reflect elements from Six Sigma, Lean and other process improvement methods like the theory of constraints (TOC) total productive maintenance (TPM).

Why use STI Ltd?

What separates us from other Six Sigma companies is our experience in driving live projects of all scales, for companies of all sizes and at all levels of business improvement. Also, our training is different, we don’t not offer “quick” certification online, or by attending a quick classroom course, as a lot of providers do. We offer a full mentored programme, with a mix of classroom training, exams, live business projects, mentoring and final certification. We make people work for their certification and show actual results for the business!
We follow a comprehensive process to ensure that the project is completed on time and within budget savings required. It is a process that has worked with all our customers ranging from small to large businesses – whatever their industry or location internationally.

We do not “buy” certification form one of the many websites that offer them – there is no official body for Six Sigma. We pride ourselves on using the best master black belt we have found and delivering a robust, certified programme.

Who have we worked with for Six Sigma?

Clients

Typically, we nearly always show a saving far in excess of the required amount. One recent example is a logistics company who ran its first batch of a yellow belt course with 15 staff should have saved £150,00 but actually saved £507,174! Pretty good value for money we think.

Yellow BeltYellow Belt Certification    

  • 2-day classroom course (max 15 people)
  • 6 weeks to complete the project
  • Face to face and remote mentoring meetings during the project (min of 1 per person for 1 hour – more if required)
  • Final sign off meeting
  • Certification
  • Minimum saving of £10,000 per delegate

Course Objectives

By the end of this course, participants will:

  • Understand the philosophy and origin of Six Sigma
  • Understand the relevance of Six Sigma and where it can be applied
  • Understand and be able to evaluate the “Voice of the Customer” (VOC)
  • Understand the DFSS (Design for Six Sigma) Process
  • Understand and Apply the DMAIC Process (Define, Measure, Analyse, Improve and Control).
  • Use a wide variety of tools and techniques appropriate for each step in the DMAIC process
  • Understand process capability and variability
  • Understand and apply SPC (Statistical Process Control)
  • Identify areas within their business where Six Sigma can be applied.
  • Develop an implementation plan specific to their company to save in excess of £10,000

Course Content

Lean

  • What is Lean?
  • History?
  • Who uses it?
  • How can it benefit the company?
  • Why do we need it?
  • Lean chaos experiment!

(Tools used for lean)

  • 7 wastes, what are they & have we got them in our business?
  • VA & NVA : What is it?
  • 6S & 6S interactive exercise
  • Visual factory : what is it?
  • Kanban system.
  • Quiz

Six Sigma : Yellow Belt

  • What is Six Sigma?
  • Where can it be used?
  • How does it link to Lean?
  • Can anybody have the training?
  • What benefits will it bring?
  • House of Continuous Improvement
  • Operational definition (interactive exercise)
  • Process Maps
  • Process map (interactive exercise)
  • “Waste” video : exercise
  • Project identification
  • Quiz
  • Mentoring

(Tools used for six sigma)

  • Bell curve
  • Cause & effect diagram
  • Y=f(x)
  • Process maps
  • Benefits matrix

At the end of Lean & Six Sigma Yellow Belt training you should have a far greater knowledge of how the 2 methodologies can improve & enhance the business.
All Staff would be trained for Lean & Six Sigma Yellow Belt methodologies, this would involve 2 days of classroom theory inclusive of practical experiments, followed by project work, which involves cost saving or increase in productivity that would enhance the company profit by a minimum of £10,000. In the 6 weeks the trainer would expect to meet with the delegates again (face to face for at least 1 hour – more if needed) to go through their individual projects, check they are on schedule, support them etc. The at the end of the 6 weeks they need to meet again to validate that they have used the correct “tools” and certify them as Six Sigma Yellow Belts.

Green BeltGreen Belt Certification    

  • 5-day classroom course (max 15 people)
  • 4-5 months to complete the project
  • Face to face and remote mentoring meetings during the project (min of 1 per month for 1 hour)
  • Final sign off meeting
  • Certification
  • Minimum saving of £50,000 per delegate

Course Objectives

By the end of this course, participants will:

  • Understand the philosophy and origin of Six Sigma
  • Understand the relevance of Six Sigma and where it can be applied
  • Understand and be able to evaluate the “Voice of the Customer” (VOC)
  • Understand the DFSS (Design for Six Sigma) Process
  • Understand and Apply the DMAIC Process (Define, Measure, Analyse, Improve and Control).
  • Use a wide variety of tools and techniques appropriate for each step in the DMAIC process
  • Understand process capability and variability
  • Understand and apply SPC (Statistical Process Control)
  • Identify areas within their business where Six Sigma can be applied.
  • Develop a specific implementation plan to their company to save in excess £50,000

Course Content

Six Sigma Green Belt

  • Day 1 – Define : Defining the problem, Project Charter raising & all methodologies/tools
  • Day 2 – Measure : Measuring the problem, how serious is is, obtaining facts not hearsay or “white noise”
  • Day 3 - Measure & Analyse : Measuring the facts then analysing these facts to get to the root cause
  • Day 4 - Analyse & Improve : Analysing the facts then looking at how to improve, trials or pilots. Remeasuring to see the Sigma change along with cost savings.
  • Day 5 - Control & Lean : Controlling the improvements so they don’t slip back to the “old way” & understanding Lean and how it fits with Six Sigma

Lean

  • What is Lean?
  • History?
  • Who uses it?
  • How can it benefit the company?
  • Why do we need it?
  • Lean chaos experiment!

(Tools used for lean)

  • 7 wastes, what are they & have we got them in our business?
  • VA & NVA : What is it?
  • 6S & 6S interactive exercise
  • Visual factory : what is it?
  • Kanban system.
  • Root Cause Analysis (RCA)
  • Quiz

Six Sigma : Green Belt

  • What is Six Sigma?
  • Where can it be used?
  • How does it link to Lean?
  • Can anybody have the training?
  • What benefits will it bring?
  • DMAIC – principles & methodology (interactive exercises in all phases)
  • House of Continuous Improvement
  • Operational definition (interactive exercise)
  • Gauge R & R (interactive exercise)
  • Process Maps (interactive exercise)
  • Data collection (how, where, when & why)
  • “Waste” video (interactive exercise)
  • Project identification
  • Quiz
  • Mentoring

(Tools used for six sigma)

  • Project Charter – What is the defect & scope of the project
  • Bell curve
  • FMEA
  • Cause & Effect matrix
  • Cause & effect diagram
  • Y=f(x)
  • Sigma values (DPMO)
  • 5Ys’
  • Charts/Graphs
  • Process maps
  • Benefits matrix

At the end of Lean & Six Sigma Green Belt training you will have a greater knowledge of how the 2 methodologies can improve & enhance the business.
All Staff would be trained for Lean & Six Sigma Green Belt methodologies, this would involve 5 days of classroom theory inclusive of practical experiments, followed by project work, which involves cost saving or increase in productivity that would enhance the company profit by a minimum of £50,000 for each candidate. Over a 4-5-month period the trainer would expect to meet with the delegates again (face to face /remote for at least 1 hour per month) to go through their individual projects, check they are on track, offer help etc. At the end of the project they would have a sign off meeting to validate that they have used the correct “tools” and ultimately certify them as Six Sigma Green Belts. Each phase, D M A I C, would take approx. 3-4 weeks for the candidate to complete if they allocate 2-3 hours per week dedicated to their respective project giving the 4-5 month time period for full completion/certification.

 

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