Yellow Belt Training & Certification
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Yellow Belt Training & Certification
2 PDUs
Beginner
2-Hour Course
Fully Online, Self-Paced
Enhance Your Resume
Quickly Improve Processes
DESCRIPTION
Our Lean Six Sigma Yellow Belt Training will quickly introduce you and your teams to the basic elements of problem solving using Lean Six Sigma so you can easily deliver improvement results.
You and your team will learn:
- How to identify a problem
- What a process is and how to improve it
- How to start solving problems
Your organization will build a solid foundation to:
- Standardize problem-solving knowledge
- Streamline problem-solving with KureÂŪ
- Scale improvements and maximize ROI
- Build a Culture of Continuous Improvement and Operational Excellence
COURSE CONTENT
& TIMING
(15 minutes)
- Problems
- Processes
- Lean Six Sigma
- Lean Six Sigma Belt Levels
(15 minutes)
- Project Charter
(30 minutes)
- Process Map
- Process Walk
- Loopbacks
- 8 Wastes
(15 minutes)
- Root Causes
- 5 Whys
(30 minutes)
- 5S
- Quick Win Solution
- Solution Implementation Plan
(15 minutes)
- Standard Operating Procedure
- Visual Management
- Project Handoff
- Project Summary
Yellow Belt
Green Belt
Black Belt
| Pricing | Yellow Belt | Green Belt | Black Belt |
|---|---|---|---|
| Training Cost | $99.00 | $499.00 | $899.00 |
| Certification Cost | Included | Included | Included |
| Estimated Completion Time | 2 Hours | 4 Hours | 48 Hours |
| Learning Management System |  | | |
| Training | Online, Self-Paced | Online, Self-Paced | Online, Self-Paced |
| Certification | 40 Multiple Choice Questions | 80 Multiple Choice Questions | 185 Multiple Choice Questions |
| Recertification Required? | | | |
| Project Management Software | Optional (Kure) | Optional (Kure) | Optional (Kure) |
| Statistical Software | Optional (Kure) | Optional (Kure) | Optional (Kure) |
| Coaching | Optional | Optional | Optional |
| CEUs | 0.2 CEU | 0.4 CEU | 4.8 CEU |
| PDUs | 2 PDUs | 4 PDUs | 48 PDUs |
| Pricing | Yellow Belt | Green Belt | Black Belt |
|---|---|---|---|
| What is Lean Six Sigma? | | - | - |
| Benefits of Lean Six Sigma | | - | - |
| Who Uses Lean Six Sigma? | | - | - |
| Lean Six Sigma Roles | | | - |
| PDCA Overview | - | - | |
| DMAIC Overview | | | |
| Project Selection | - | | |
| Project Selection Facilitation | - | - | |
| Strategic Alignment With Project Selection | - | - | |
| The Road to Black Belt Certification | - | - | |
| Black Belt As Coach | - | - | |
| Build Leadership Skills | - | - | |
| Purpose and Project Work | - | - | |
| Influence Strategies | - | - | |
| Facilitation of High-Performing Teams | - | - | |
| Pricing | Yellow Belt | Green Belt | Black Belt |
|---|---|---|---|
| Project Charter | | | |
| Problem/Opportunity Statement | - | | |
| Goal Statement | - | | |
| Business Case | - | | - |
| Project Timeline | - | | - |
| Customer Value | - | | - |
| Voice of the Customer (VOC) Translation Matrix | - | | |
| Process Walk Facilitation | - | - | |
| SIPOC (High Level Process Map) | - | | |
| Communication Plan | - | - | |
| Stakeholder Analysis | - | - | |
| Relationship Map | - | - | |
| Team Dynamics (Alignment Model) | - | - | |
| Strengthen Leadership Skills | - | - | |
| Coach Approach - Socratic Method | - | - | |
| Influence Strategies â Build Ownership | - | - | |
| Facilitation Skills â Make Meetings Work | - | - | |
| Pricing | Yellow Belt | Green Belt | Black Belt |
|---|---|---|---|
| Selecting Measures | | | |
| Process Walk | | | (Covered in Define Phase) |
| Organizational Level Process Map | | | - |
| The 8 Wastes | | | - |
| Swimlane Map | | | - |
| Spaghetti Map | - | | - |
| Data Types | - | | |
| Basic Statistical Terms | - | | |
| P Value | - | - | |
| Normality and Distributions | - | - | |
| Anderson-Darling Test for Normality | - | - | |
| Data Collection Planning | - | | |
| Operational Definitions | - | | |
| Stratification | - | | |
| Run Chart | - | | - |
| Check Sheets | - | | - |
| Sampling | - | - | |
| Sampling Strategy | - | - | |
| Sampling Calculations | - | - | |
| Measurement Systems Analysis | - | | |
| Gage R&R â Continuous (MSA) | - | - | |
| Gage R&R â Discrete (MSA) | - | - | |
| Capturing Baseline Data | | | |
| Baseline Measures | - | | |
| Process Capability (Cpk, etc.) | - | - | |
| Cost of Poor Quality (COPQ) | - | | - |
| Coach Approach - Balanced Feedback | - | - | |
| Influence Strategies - Future Press Release | - | - | |
| Facilitation Skills â Decision Making | - | - | |
| Pricing | Yellow Belt | Green Belt | Black Belt |
|---|---|---|---|
| Process Analysis | | | |
| Rework Loops | | - | |
| Redundancies | - | - | |
| Bottlenecks | - | - | |
| Inspections & Decisions | - | - | |
| Handoffs | | | |
| Value Stream Map Analysis | - | - | |
| Value-Add Flow Analysis | - | - | |
| Conduct Data Analysis | - | | |
| Histograms | - | | |
| Pie & Bar Charts | - | | |
| Run Charts | - | | |
| Box Plots | - | | |
| 5 Whys | | | |
| Fishbone Diagram | - | | |
| Develop a Hypothesis | - | | |
| Null & Alternative Hypothesis Statements | - | - | |
| Practical Problem and Statistical Problem | - | - | |
| Lay Hypothesis Testing Groundwork | - | - | |
| Test Discrete Data | - | - | |
| 1-Proportion | - | - | |
| 2-Proportion | - | - | |
| Chi-Square Test | - | - | |
| Test Continuous Normal Data | - | - | |
| Test for Two Variances (F-Test) | - | - | |
| Bartlettâs Test | - | - | |
| One-Sample T-Test | - | - | |
| Two-Sample T-Test | - | - | |
| 1-Way ANOVA Test | - | - | |
| Test Continuous Non-Normal Data | - | - | |
| Leveneâs Test | - | - | |
| One-Sample Sign Test | - | - | |
| Mann-Whitney Test | - | - | |
| Moods-Median Test | - | - | |
| Test Correlation | - | - | |
| Regression Test | - | - | |
| Scatter Plot | - | - | |
| Multiple Regression Test | - | - | |
| Coach Approach - Guide Hypothesis Testing | - | - | |
| Influence Strategies â Opt-Out Techniques | - | - | |
| Facilitation Skills â Help/Hinder | - | - | |
| Pricing | Yellow Belt | Green Belt | Black Belt |
|---|---|---|---|
| Team Member Review | - | | - |
| Brainstorming Solutions | - | | - |
| Analogy | - | | - |
| Anti-Solution | - | | - |
| Brain-Writing | - | | - |
| Chanelling | - | | - |
| Design of Experiments (DOE) | - | - | |
| DOE â One Factor At a Time | - | - | |
| DOE â Two Factorial | - | - | |
| DOE â Full Factorial | - | - | |
| 5S | | | |
| Future State Map | - | | |
| Impact Effort Matrix | - | - | |
| Solution Selection Matrix | - | | - |
| Mistake-Proofing (Poka-yoke) | | - | |
| Visual Management | | - | |
| Quick Wins | | | - |
| Pilot the Solution | - | | - |
| Implementation Plan | | | |
| Verification | - | | - |
| Influence Strategies â Building Networks | - | - | |
| Facilitation Skills â Using Failure and LCS | - | - | |
| Pricing | Yellow Belt | Green Belt | Black Belt |
|---|---|---|---|
| Monitoring & Response Plan | - | | |
| I & MR Chart | - | - | |
| X-Bar & R Average and Range Chart | - | - | |
| X-Bar & S Average and Standard Deviation Chart | - | - | |
| P Chart | - | - | |
| nNP Chart | - | - | |
| C Chart | - | - | |
| U Chart | - | - | |
| Documentation | - | - | |
| Storyboard | - | - | |
| Project Handoff | | | - |
| Project Summary | | | - |
| Innovation Transfer | - | | |
| Influence Strategies â Maintain the Gains | - | - | |
| Best Practices for Completing a Project | - | - | |
$399
To ensure the quality of our GLSS (GoLeanSixSigma.com) certification holders, recertification is required every two years. The recertification process consists of retaking the course or submitting a Lean Six Sigma project through Kure. Our new certificates now include a specified expiration date. If your certificate shows no expiration date, your certification will expire two years after the course completion date. To renew your certification, please subscribe to our GLSS Membership.
Yellow Belt Reviews
Submit your review | |
This coursework was well structured. The web-based version was utilized fairly easily on a phone.
Good starter on what is available for Yellow Belt.
The Yellow Belt course was easy to follow and understand, easily applied to real work place situations.
Training was good but I think it lacked depth. There were things I thought were very important in the restaurant example that weren't addresses. The number reasons I think is an issue is the flow of the orders. If you can't control the flow youâll always have bottlenecks even if your process is efficient. In a restaurant the flow is created by the hostess. She seats tables in different servers sections to balance the flow. That way the tickets don't come in all at once.
The course was perfectly done. It was easy to follow and understand. I would highly recommend.
CLIENT RESULTS
The City Government of Ferris, Texas Reduces Permit Application Processing Time By 33% With GLSS
No Client Results Found
