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  • Accessible.

    We simplify Lean Six Sigma and make improvement easy for you. Not only do our courses use clear, easy to understand language, but we’ve also made it affordable. We offer Educational, Government and Non-Profit Discounts.

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    Don’t settle for dull Training: it reduces knowledge transfer. Learn in a fun, interactive environment at Bahama Bistro, a fictional, tropical restaurant where you’ll follow along as the process improvement team applies Lean Six Sigma step-by-step.

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Lean Six Sigma Online Training & Certification Pricing

Concept/Tool

Yellow Belt

Green Belt

Lean

Training Cost FREE $699 $449
Certification Cost $79 Included Included
Estimated Completion Time 1 Day / 8 Hours 3 Days / 24 Hours 2 Days / 16 Hours
Training Online, Self-Paced Online, Self-Paced Online, Self-Paced
Certification Online, 50 Multiple Choice Questions Online, 125 Multiple Choice Questions Online, 100 Multiple Choice Questions
CEUs 1 CEU 3 CEUs 2 CEUs
PDUs 8 PDUs 24 PDUs 16 PDUs

Introduction Phase

What is Lean Six Sigma? Y Y Lean Only
Benefits of Lean Six Sigma Y Y Lean Only
Who Uses Lean Six Sigma? Y Y Lean Only
Lean Six Sigma Roles Y Y N
The 8 Wastes Y Y Y
DMAIC Overview Y Y N

Define Phase

Project Charter – Tool Y Y A3
Problem/Opportunity Statement Y Y N
Voice Of the Customer (VOC) – Tool Y Y Customer Value
Defects Y Y Y
SIPOC (High Level Process Map) – Tool Y Y Y
Stakeholders Y Y Y

Measure Phase

Selecting Measures Y Y N
Data Collection Planning Y Y N
Operational Definitions Y Y N
Capturing Baseline Data Y Y N

Analyze Phase

Process Analysis Y Y Y
Rework Loops Y Y Y
Redundancies Y Y Y
Bottlenecks Y Y Y
Inspections & Decisions Y Y Y
Handoffs Y Y Y
Foundation of Lean Six Sigma Y Y N
The Five Whys Y Y Y
The Fishbone Diagram – Tool Y Y Y
Pareto Charts – Tool Y Y Y
Develop a Hypothesis Y Y N
Confirm Hypothesis With Data Y Y N

Improve Phase

Lean Principles Y Y Y
Create Flow Y Y Y
Batching Y Y Y
Cross-Training Y Y Y
Parallel Processing Y Y N
Standard Work Y Y Y
Mistake-Proofing: Poka-Yoke – Tool Y Y Y
Visual Management Y Y Y
5S Y Y Y

Control Phase

Process Control Plan – Tool Y Y N
Monitoring & Reponse Plan – Tool Y Y N
Documentation Y Y N
Storyboard Y Y N

Green Belt Adds

Kano Analysis N Y N
Affinity Analysis N Y N
Tree Diagram N Y N
VOC Translation Matrix N Y Y
Process Gemba Walk N Y Y
Organizational Level Process Map N Y Y
Value Stream Map N Y Y
Swimlane Map N Y Y
A3 N Y Y
Stakeholder Analysis N Y Y
Meeting Productivity (RACI) – Tool N Y Y
Stratification N Y N
Data Collection Sheets – Tool N Y N
Sampling N Y N
Measurement Systems Analysis N Y N
Value Stream Analysis N Y Y
Value Analysis N Y Y
Pie & Bar Charts N Y N
Run Chart N Y N
Box Plot N Y N
Team Member Review N Y N
Brainstorm Solutions N Y N
Lean Improvement Principles N Y Y
Single Piece Flow N Y Y
Batch Size Reduction N Y Y
Changeover Reduction N Y Y
Work Cell Design N Y Y
Workload Balancing N Y Y
Kanban & Supermarkets N Y Y
Future State Map N Y Y
Impact/Effort Matrix – Tool N Y N
Weighted Criteria Matrix – Tool N Y N
Pilot the Solutions N Y Y
Multi-Phase Implementation N Y Y
FMEA (Failure Mode Effect & Analysis) – Tool N Y N
Control Chart N Y N

Lean Adds

History of Lean N N Y
PDCA N N Y
Customer Value N N Y
Rapid Improvement Events (Expanded) N N Y
Standard Work (Expanded) N N Y
Visual Management (Expanded) N N Y
Quick Wins (Expanded) N N Y
Pilots (Expanded) N N Y
A3 (Expanded) N N Y
Process Walk (Expanded) N N Y
Spaghetti Chart (Expanded) N N Y
Leader Standard Work N N Y
Leader Task Board N N Y
A3 Coaching N N Y
Leader Process Performance Board N N Y
Leader Huddle Meetings N N Y
Leader Process Walk N N Y
Start Your Free Lean Six Sigma Training.
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Start Your Free Lean Six Sigma Training.
Get free, full access to our Yellow Belt Training to begin your Lean Six Sigma journey and help you determine if Green Belt Training is right for you. Use as trial to move on to GB.

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Ask The Expert: Questions & Answers Q&A

Elisabeth Swan
Answered by
QUESTION:
Is It Possible To Use Lean Six Sigma In An Assembly Line?

ANSWER:

Yes! Henry Ford’s automated assembly lines are some of the earliest forms of Lean. Taiichi Ohno, the head engineer of Toyota, came over to study them before developing the famous Toyota Production System, another landmark in the development of Lean thinking. I’ll list a few of Lean Six Sigma techniques that are particularly applicable to assembly lines:

  1. Standard Work – This is a basic concept but important to reduce defects or variation in the products. If Standard Work has not been established, it’s time to conduct a Process (Gemba) Walk to determine what techniques are being used at each stage and what constitutes the “better” practice at present. There is an opportunity to engage the line in multiple rounds of tweaking and improving those practices in pursuit of perfection
  2. Single Piece Flow (Batch Size Reduction) – Getting as close as possible to single piece flow will help the process meet customer demand. If there is any current batching, review the real need for the batches and consider reducing the size to as small as financial feasible.
  3. Changeover Reduction – If there is more than one product being produced on the line, then there is some form of changeover taking place. There are always opportunities to reduce the time it takes to switch from one product to the next and reduce the non-value adding time when the line is idle.
  4. Cross Training – In case you have specific expertise required of some line workers, cross training increases planning flexibility for management as well as decreasing any worker boredom which increases job satisfaction.
  5. Kanbans, Supermarkets and Water Beetles – This trio can be very helpful if there are parts and materials that have to be present at any stage along the line to keep the line moving. The Kanbans are the signals (cards, etc.) that indicate when inventory is required, the supermarkets are shelving or storage along the line with parts and materials for the workers, and Water Beetles are the people checking stock levels in the SuperMarkets to ensure each station has the right level of supplies.
  6. 5S and Visual Management – Is the process easy to follow? Are tools and parts easy to find? Always in the same spot? Are there enough parts and tools but not too much? Is the signage on the walls up to date? Are parts and tools color-coded for correct use? Does everyone know the system? 5S and the resulting Visual Management are foundational and hi-impact techniques to make use of in an assembly line.

These are some of the most useful concepts for your area, but there are many more to consider. I hope this was helpful!

Need some help? Go ahead:    
Ask us a question.
tracy-orourke
Answered by
QUESTION:
What Are The Applications Of Lean Sigma Six In The Pharmaceutical And Healthcare Sector Specifically Related To Commercial Analysis And Market Forecasting?

ANSWER:

There have been huge improvement efforts in the healthcare and pharmaceutical industries over the last decade. There are countless hospitals, healthcare providers, and insurance companies implementing Six Sigma and Lean methodologies. As a matter of fact, IHI (Institute for Healthcare Improvement) has lots of examples of applications. Please check: www.ihi.org.

  1. Regarding your specific processes, the first questions to ask are:
  2. What process problems/issues are you having with these 2 processes? What is not working in the current process related to cycle time or accuracy?

These are two common categories that process improvement can be applied.

Need some help? Go ahead:    
Ask us a question.
tracy-orourke
Answered by
QUESTION:
What Are The Best Six Sigma Methodologies To Use In Mortgage Banking And Where Can I Find The Tools To Help Me Perform Them?

ANSWER:

The nice thing about process improvement tools, is that many concepts and tools can apply to any industry, whether it is manufacturing or transactional-service related. As a matter of fact, there are many financial service companies that have applied Six Sigma in their mortgage processes, such as Bank of America, Wells Fargo, Union Bank, and Chase.

The two main questions to ask are:

  1. Do you have process issues where cycle time is an issue for the customer?
  2. Do you have errors or defects that occur in the process that create re-work or that impact the customer?

If the answer is YES to either of these, process improvement can apply!

The Six Sigma approach uses DMAIC for problem-solving, which stands for Define, Measure, Analyze, Improve and Control. There are various tools within each of these phases to help you resolve process issues. Without explaining in great detail what DMAIC entails (it would be most helpful to take the Yellow Belt Training & Certification), conceptually the goal is:

  1. Define: Understand and build profound knowledge of the current state of the process
  2. Measure: Determine what measure you’re looking to improve
  3. Analyze: Understand the root causes to the problem
  4. Improve: Design future state and implement solutions and validate if the solutions worked
  5. Control: Sustain the improvement

The tools that get used most often in transactional-service related processes are the following:

  1. A Process Map to understand the current state in the Define Phase: This can be a swim lane map, Value Stream map, or a SIPOC. Understanding current state, is typically where teams discover that the current state does not work exactly as people thought, and often some root causes to problems can be discovered while mapping the current state.
  2. A Histogram for projects related to cycle time in the Measure Phase: Almost every project that has a goal to reduce lead time, cycle time or increase speed, has a histogram to show current performance to the target in the Measure phase, and again in the Improve phase to show the improvement in cycle time after solutions have been implemented
  3. A Fishbone Diagram to explore root causes in the Analyze Phase: This is a tool to help teams organize root causes, and prioritize which root causes they would like to work on.
  4. A Pareto chart to help understand data in more detail in the Analyze Phase: There are so many applications and uses for the Pareto chart, A very common use is to understand the types of defects that are occurring in a process. For example, if you have a form with errors, a Pareto chart can help you understand what type of errors are occurring the most.

Hopefully these simple and popular tools will help you get started.

Need some help? Go ahead:    
Ask us a question.
Elisabeth Swan
Answered by
QUESTION:
What Kinds Of Things Could I Do If I Got My Yellow Belt Certification?

ANSWER:

Yellow Belt Training by itself allows you to “speak the language” of Lean Six Sigma practitioners.

If you are in an organization, or looking to join one, that is embarking on process improvement you now know the methods and tools they’ll be using. Even if there is no formal effort, you will:

  • Know the 8 Wastes when you see them
  • Be able to make immediate process improvements by removing things like duplicate steps, non-value adding reviews, approvals or formatting
  • Join teams with Green Belts and Black Belts and help them with DMAIC projects
  • Run a 5S to organize your own work space
  • Help those around you to organize a shared space

Lean Six Sigma encompasses efforts that span across an entire organization or apply to something as small your own desktop. Yellow Belt Certification means you can start small, and start right away!

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Ask us a question.
tracy-orourke
Answered by
QUESTION:
What 8 Wastes Could Be In A University?

ANSWER:

Universities, like any organizations, can have waste. Listed below are some questions to help uncover waste:

For example: Let’s take the waste of waiting and apply it to university processes.

  • Where are students waiting? Is the waiting excessive? And, what might the root causes be?
  • How long are students waiting to find out if they are in a certain class?
  • Are students waiting a long time for exam results?
  • How long are students waiting to know if he/she has been accepted into the university?
  • How long does it take to get a new course approved?
  • How long does it take to create a course catalog and where in the process is there waiting?
  • How long are students waiting in lines on campus? (cafeteria? book store? etc.)

Let’s look at the waste of over-processing:

  • Which processes might have over-processing? Are there processes that seem lengthy or over-complicated?
  • How many forms must be completed for admission?
  • How much information is needed on forms? Is all the information necessary? How many approvals are needed?
  • How many people touch one piece of paper to get it processed?
  • What kind of University administrative processes seem over-complicated and require multiple steps, approvals or touches?

These are all questions to help “see” the waste. Hope that helps!

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Ask us a question.