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Lean and Six Sigma (Yellow and Green Belt)

Most improvement programmes die in the control phase. The team finds the problem, makes the change, sees the numbers move, and then attention moves elsewhere and within six months the process has returned to where it started. This programme runs the full DMAIC cycle on a real process participants bring with them, and gives the control phase the weight it deserves, because sustaining a gain is harder and more valuable than finding one.

Programme Agenda

Lean and Six Sigma: Two Traditions

Where each came from and what each is good at. Lean removes waste and improves flow; Six Sigma reduces variation. Choosing the right lens for the problem instead of applying both indiscriminately.

Define: Problem, Scope and Charter

Writing a problem statement that is specific and measurable, setting scope so a project can finish, identifying the customer and what they actually value, and getting a charter signed.

Seeing Waste

The eight wastes in a real process, walking the floor rather than working from a diagram, and value stream mapping the current state. Separating value-adding time from the waiting that dominates most lead times.

Measure: Getting Trustworthy Numbers

Deciding what to measure, sampling, and the measurement system question: if two people measure the same thing differently, no amount of analysis afterwards helps. Baseline performance and process capability.

Analyse: Finding the Real Cause

Cause and effect diagrams, the five whys done properly rather than as a formality, Pareto analysis, and using data to test a suspected cause rather than confirm it. Distinguishing correlation from cause.

Improve: Selecting and Testing Changes

Generating options, selecting on impact and effort, piloting before full rollout, error proofing, and standard work. Why the obvious solution proposed in the first meeting is worth testing rather than adopting.

Control: Making the Gain Stick

Control charts and reacting to a signal rather than to noise, the control plan, ownership handover to the process owner, and the audit that confirms the change held three months later.

Project Work

Participants run their own process through each phase across the two days and leave with a charter, a current state map, a baseline and a control plan.

Learning Outcomes:
Choose between a Lean and a Six Sigma approach for a given problem
Write a problem statement and charter that scope a finishable project
Identify the eight wastes and map a value stream from the floor
Establish a trustworthy baseline including measurement system checks
Use data to test a suspected root cause rather than confirm it
Select, pilot and error proof an improvement before full rollout
Build a control plan and read a control chart correctly
Leave with a live project charter and current state analysis

Duration: 2 Days (16 Hours)
Training Hours: 9:00 AM to 5:00 PM
Level: Beginner
Training Mode: Physical, Online, or Hybrid
HRD Corp SBL-KHAS Claimable
Certificate of Completion included

Frequently Asked Questions

Production and operations supervisors, quality engineers, process and industrial engineers, maintenance staff, and continuous improvement team members. It also works in service operations: shared services, claims processing and back office teams attend regularly.

No. The examples lean manufacturing, but DMAIC applies equally to transactional processes, and mixed cohorts work well. For in-house delivery in a service organisation the examples are rebuilt around your own processes.

It provides Yellow Belt level coverage in full and the Green Belt tools at working level, with a certificate of completion. A formal Green Belt certification normally requires a completed project assessed after the course, which we can structure as a follow-on engagement.

No. The statistical content is kept to what a practitioner uses: capability, variation, control limits and Pareto analysis, all worked through with arithmetic and software rather than formulae.

Yes, this programme is HRD Corp SBL-KHAS claimable. Our team can assist your HR department with the documentation required for the grant application.

Yes. Any programme can be booked as a team day. Everyone works the same brief together, so your people come away having built something and knowing each other better.

If you are claiming under HRD Corp, the session has to fall at least 14 days after your HRD Corp approval. If you are not claiming, the date is flexible and we work around your calendar.

Put them on the self-paced e-learning instead. Your team works through the modules on our LMS in their own time, sits the assessment, and earns the same certificate, so nobody has to clear a full day together.

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