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Six Sigma - Yellow Belt

Understand Lean philosophy and Six Sigma methodology with this training. Be able to promote a continuous improvement project.

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  • Duration: 2 days
  • Regular price: $970
  • Preferential price: $830

Course outline

To act as a promoter of the Lean philosophy and the Six Sigma methodology.

Audience

This training is aimed at all Managers who want to develop the necessary skills to promote improvement projects in their organizations or to develop a Lean culture.

Objectives

The participant will be able to support the implementation of a Lean Six Sigma approach as well as to integrate a continuous improvement approach within his organization. In addition, the person will be able to act as a promoter of continuous improvement projects as well as to carry out a visual management approach daily.

The goal of this training program is to empower participants to develop the skillset and techniques to:

  • Understanding the principles of the Lean philosophy
  • Promote a continuous improvement project
  • Understanding the results of a continuous improvement project
  • Manage an Improvement Project Bank (Assess/Prioritize)
  • Preparing a Project Charter
  • Play the role of Promoter in Milestone Reviews
  • Support a Visual Management Center

Expected Benefits:

  • Develop a Lean Philosophy to promote the concept of Visual Management in its organization.
  • To identify and prioritize opportunities for improvement in an organization and to provide support to Project Teams, to ensure sustainable results.
  • Ensure that the Lean Philosophy and Six Sigma methodology can bring tangible benefits to their business.

Evaluation:

  • A recognition of participation will be given to the participant at the end of the training.
  • The training is accompanied by 2.1 UEC.

Pedagogical methodology

The training consists of 1 Block of 2 days.

These hands-on training days are based on an alternation of theoretical learning and practical applications.

During these types of training, using examples, practical exercises and case studies, the participant will practice the application of commonly used tools to illustrate the concepts, ensure and confirm their understanding.

The animation style is participatory.

Content

Understanding the Lean Six Sigma

  • Paradigms
  • Lean and Kaizen methodologies
  • Value-Added concept
  • Six Sigma and DMAIC methodology
  • Visual management
  • Toyota's 14 Principles

Managing a Project Bank

Give participants the skills to manage a project bank, including evaluation, prioritization, and design of the project charter.

  • Project Evaluation Tools
  • Maturity Diagnosis
  • SWOT
  • Profit-Effort Matrix
  • The Principles of Net Present value (NPV)
  • Establishing conditions for success
  • The project charter (file A4)

"Define" Phase

Give participants the tools they need to validate that the problem has been well understood by the work team.

  • Goals
  • Project Charter Validation
  • Customer's Voice
  • Definition of the Problem and Definition of the Y
  • SIPOC Diagram
  • Validating Project Gains
  • Stakeholders
  • Collection Plan
  • Communication Plan
  • The Role of the Promoter


Validating Project Gains

  • Stakeholders
  • Collection Plan
  • Communication Plan
  • The role of the Promoter

"Measure" Phase

Ensure that the team has understood the current situation. Validate as well that the process is well understood.

  • Goal
  • Mapping
  • Voices of Customers and Employees
  • Voices of the Process
  • Measuring the "Y"
  • Lean and Benchmarks Lean-Six Sigma Measures
  • Waste

"Analyze" Phase

Ensure that the approach used by the team was able to identify the root causes of the problem.

  • Explanation of the phase Analyze
  • Expected deliverables:
  • Causal link Y-F(X)
  • Review of Problem-Solving Technics
  • Brainstorm (and variants)
  • Chart of Causes and Effects
  • Chart of Affinities
  • Selection and Decisions Tools
  • Identification of Constraint
  • FMEA (Failure Mode Effect Analysis)

"Innovate" phase

Ensure that the team has selected and tested an effective and efficient viable solution that can be applied in the work environment.

  • Goals
  • List of Lean tools
  • Unit and Drawn Streams (versus Lot)
  • Kanban
  • Optimizing duress
  • Little’s Law and Post Intensification
  • Service Family and Work Cell
  • The 5S
  • SMED (Single Minute Exchange of Dies)
  • Study of methods
  • Deceiving
  • Temp Takt
  • Simultaneous Engineering
  • Visual Management and Caucus

"Implant and Control" Phase

Ensure that the implementation strategy is well defined, that all changes are clear and well defined.

  • Goals
  • Action Plan
  • RACI (Responsible, Accountable, Collaborator
  • Communications Plan
  • Transition Plan
  • Training Plan

Surround yourself with the best

Nathalie Carey
Nathalie Carey
Trainer and Business Consultant
Equipped with a bachelor’s degree in business administration, a master’s degree in finance and a Lean Six Sigma Black Belt certification, Nathalie Carey has more than 22 years of experience in personnel management, project management, continuous improvement, business consulting and change management. Nathalie has played key roles as a strategic consultant for upper management at various organizations and as a tactical consultant and coach for multidisciplinary teams.
Carl M. Gilbert
Carl M. Gilbert
Expert Leader
Carl M. Gilbert is a coach, mentor and project manager with more than 25 years of experience in project management, mainly in information technology. He has trained more than 25,000 people in project management (in traditional, agile or hybrid mode) all around the world. Carl M. Gilbert is an engineer and also holds a master's degree in project management from with a specialization in international project management. For 25 years, he has specialized in strategic consulting in project management, program management and portfolio management.
Catherine Edgar
Catherine Edgar
Senior Project Director and Project Management Trainer
Catherine Edgar is a senior project director with more than 25 years of IT experience at large firms. Over the course of her career, Catherine has developed management expertise with a focus on the human impact brought about by change. She has excellent problem-solving, training, coaching and interpersonal relation skills. Catherine holds a bachelor’s degree in management information technology, as well as a certification as a project management professional (PMP) from the Project Management Institute (PMI).
Jean Falardeau
Jean Falardeau
Trainer
With a Masters degree in Science and a bachelor in information systems, Jean Falardeau has been in the business for more than 35 years. He works in business architecture and analysis, strategic consulting, change management, enterprise architecture, business process reengineering and AgilityFor nearly 7 years, Jean trained more than 400 people showing them best practices in architecture and business analysis. His work was based on guides such as BABOK and BIZBOK.