LSS Yellow Belt
What is the Yellow Belt’s role in continuous improvement projects? This course provides a solid introduction to Lean Six Sigma concepts and tools so participants can actively support initiatives led by Green and Black Belts—helping with data collection, analysis, and implementation.
The objectives of this course are:
When Yellow Belts understand their role, collaboration increases and improvements scale. This course helps spread a practical improvement mindset so continuous improvement takes root and results appear consistently.
The objectives of this course are:
- Introduce Lean Six Sigma fundamentals and the DMAIC cycle.
- Teach how to support project activities with structured data and analysis.
- Enable participants to identify opportunities for process improvement.
When Yellow Belts understand their role, collaboration increases and improvements scale. This course helps spread a practical improvement mindset so continuous improvement takes root and results appear consistently.
Público-objetivo
Professionals involved in managing and improving processes and products
Requisitos
No pre-requisites.
Duracíon
16 hours
Formatos
In-person and OnlineContenido
Basic Structure:
INTRODUCTION
DEFINE
UNDERSTAND (MEASUREMENT AND ANALYSIS)
CHANGE
CONTROL
Workload:
8 or 16 Hours
The workload can be adjusted by removing some exercises and reducing the coverage level of some topics.
Pre-Work:
Video classes on SETA virtual platform
NOTE:
There is no need of using computers.
Differentiators:
It also includes SETA’s digital certificate (electronic badge), issued by Open Badge with Blockchain authentication standard (the same used for Bitcoins), that may be used in social networks, email signatures, etc.
The structure may be adjusted
INTRODUCTION
- Continuous Improvement and business management
- Improvement Flow (Define > Understand > Change > Control)
- Process View Y = f(x)
- Lean Definition
- The 8 Lean Wastes
- Combining Lean with DMAIC for process improvement
- 1st Round of the simulated exercise
DEFINE
- Identification of customer’s needs – Voice of Customer (VOC)
- Indicators Definition – indicator and goal
- Business Case – “Elevator Pitch”
- Scope Definition – matrix: inside and outside / SIPOC
- Committed group
- A3 – Formalization of the improvement Project
- Project schedule
- Implementation of tools from the simulated exercise
UNDERSTAND (MEASUREMENT AND ANALYSIS)
- Process Map (flowchart)
- Value Stream Map
- Activities that add value / do not add value / Process Requirements, Takt time
- Cause & Effect Diagram (Fishbone)
- 5 Why’s
- Cause & Effect Matrix
- Effort vs Impact Matrix
- Data collection – operating definition
- Basic Charts (Pareto)
- Implementation of tools from simulated exercise
CHANGE
- Creation of Action Plans – 5W2H
- Implementation of tools from simulated exercise
- 2nd Round of simulated exercise
CONTROL
- Process Control System
- Poka-yoke – Error Proof Devices
- Process Standardization
Workload:
8 or 16 Hours
The workload can be adjusted by removing some exercises and reducing the coverage level of some topics.
Pre-Work:
Video classes on SETA virtual platform
NOTE:
There is no need of using computers.
Differentiators:
It also includes SETA’s digital certificate (electronic badge), issued by Open Badge with Blockchain authentication standard (the same used for Bitcoins), that may be used in social networks, email signatures, etc.
The structure may be adjusted