Green Belt Lean Six Sigma

Lean Management Module (2 Days)

• Assess production capacity, resource losses, and delivery times of a production unit, activity flow, or organisation.
• Create process mapping based on field observations to describe and communicate the reality of operations to management.
• Analyze a process to locate and quantify bottlenecks, overcapacities, waste, and various dysfunctions.
• Make operations faster, more agile, leaner, and more reliable.
• Develop a performance management system based on field indicators and problem-tracking routines.
• Lead a problem-solving workshop on flow and/or organisational efficiency using the “Kaizen Event” approach.

Six Sigma Yellow Belt Module (Days 3-4)

• Analyze customer satisfaction survey results and expectations to identify the quality criterion to improve.
• Evaluate the magnitude and cost of a quality problem.
• Identify the root causes of a simple quality problem.
• Conduct a comparative evaluation of potential solutions.
• Develop a performance management system for processes.
• Lead a DMAIC project to resolve a simple quality problem.

Six Sigma Green Belt Module (3 Days)

• Define the quality indicator to improve within the company’s processes based on customer requirements analysis.
• Define the operational parameters to measure, how to measure them, and the sample to collect to gather the necessary data for non-quality factor analysis.
• Validate the reliability of the quality measurement system for products or services to ensure data reflects operational reality.
• Identify non-quality factors through statistical analysis to achieve the first level of improvement.
• Develop a performance management system based on statistical quality control.
• Lead a DMAIC project to resolve a complex quality problem.

Days 1 and 2: Lean Management Module

• History and positioning of Lean Management
• DMAIC method and Kaizen Event
• Process capacity: cycle time and Takt time
• Work-in-progress, inventory, waiting time, and Little’s law
• Value Stream Mapping (VSM)
• Rhythm diagrams
• Value-added analysis and waste elimination
• Process Cycle Efficiency and Overall Process Efficiency
• First Pass Yield and Rolled Throughput Yield
• Theory of constraints and line balancing
• Continuous flow
• Pull system and kanban
• Visual management, poka-yoke, 5S
• SMED
• Heijunka, dynamic capacity adjustment, and standardization
• Maximum acceptable work-in-progress (WIP max)
• Kata and Short Interval Management
• Toyota Way
• Complex flow analysis
• Failure Modes and Effects Analysis (FMEA)

Days 3 and 4: Six Sigma Yellow Belt Module

• History and positioning of Lean Six Sigma
• Typology (LSSx.0) of problems and DMAIC projects
• DEFINE
• Project launch
• SIPOC
• The 3 Voices
• Critical To Satisfaction
• Kano Model
• Problem statement, objective statement, and project opportunity
• Project charter v1
• MAIC method for solving simple statistical problems

Days 5, 6, and 7 – Six Sigma Green Belt Module

MAIC method for solving complex statistical problems

• Project managers/consultants (internal or external) in organisation, quality, continuous improvement, or operational excellence
• Logistics managers
• Supply Chain Managers
• Production managers
• Quality managers
  All sectors (industry and services)

  No prerequisites required.

• Inductive pedagogy
  • Experimentation with the Lean improvement method (Kaizen Event) through a role-playing game simulating a cross-functional business process (order reception, processing/production, invoicing, shipping).
  • Learning the DMAIC method through a case study used as a guiding thread throughout the training.
  • Learning to solve “indiscernible” problems using statistical tools in a service level improvement case study (paper flying machines) executed in class by participants.
  • Conducting a design of experiments in class to optimise the geometry of paper flying machines.
  • Determining the capability of a screw production process.
  • Determining the capability of a printing process.
• Groups of a maximum of 12 participants to promote interactivity, idea-sharing, and networking.
• Use of statistical analysis software: JASP and Statoscopex.
• Provision of statistical calculators and analysis models in Excel.
• Training materials available in PDF and paper versions.
• Reference book: “LSSx.0 – 1. Flow Problems and Lean Management.”
• Reference book: “LSSx.0 – 2. Discernible Problems and Methodological Foundation.”
• Self-assessment and practice tests at the end of each module.

Lean Management and Six Sigma Green Belt certifications are awarded based on passing the Lean Management and Six Sigma Green Belt exams.

These exams validate the acquisition of Lean Management and Six Sigma Green Belt knowledge, in line with the LSSx.0 body of knowledge, which is necessary for developing the targeted skills. The exams include a mix of recall questions (e.g., definitions), execution tasks (e.g., calculations, tool selection), and application of acquired knowledge (e.g., conclusions based on results, decision-making in a given situation).

• Online exams, closed-book, with video monitoring from the candidate’s computer.
• Lean Management exam: 25 questions in 50 minutes.
• Six Sigma Green Belt exam: 35 questions in 70 minutes.
• Language: French or English.
• Exams must be taken within six months of the training.
• The candidate can freely schedule the exams at their convenience.
• Pass criteria: score ≥ 60%.
• One retake allowed in case of failure.
• It is possible to retake the exam after a second failure by purchasing a new exam.