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Lean Six Sigma Green Belt Curriculum

 

Performance Criteria Learning Expected

1.1 Explain why Lean – Six Sigma is
important for business discussing :

  • Philosophy of six sigma
  • Overview of DMAIC
  • Philosophy of Lean

Understand how Lean and Six Sigma
work together

1. Discuss the impact that Lean – Six Sigma has on business  operations, citing the philosophies:

  • Enablers of change
  • Measures of quality
  • Methodologies for improvement

2. Discuss the theories of customer focus, data-driven, reduction of variation, and statistical methodologies.

3. Identify waste in terms of, for example:

  • excess inventory
  • space
  • test inspection
  • rework
  • transportation
  • storage, and
  • reduce cycle time to improve throughput
  • skills

4. Describe project selection process and when to apply DMAIC as opposed to other problem-solving tools.

5. Confirm that projects support organizational goals.

6. Describe how projects and kaizen events are selected, when to use Six Sigma instead of other problem-solving approaches, and the importance of aligning their objectives with organizational
goals.

7. Describe the roles and responsibilities of Six Sigma participants: black belt, master black belt,
green belt, yellow belt, champion, process owners, and project sponsors.

1.2 Identify Organizational drivers and
metrics:

  • List key drivers for business
  • Explain the development of metric scorecards
Be able to describe how process inputs, outputs, and feedback impact the larger organizations.
1.3 Utilize organizational goals: Project selection

1. Identify KPI’s important to an organization. Examples can include:

  • Profit
  • Market share
  • Customer satisfaction
  • Efficiency

2. Understand how to create scorecards and metrics to support organizational goals.

1.4 Describe DFSS

1. Describe DMADV (define, measure, analyze, design, verify)

2. Identify how they relate to DMAIC and how they help close the loop on improving the end product/process during the design phase.

2.1 Describe the steps undertaken in a change management model.

Describe and identify selected organizational change management principles.
These can include, for example:

  • Kotters 8 steps
2.2 Prepare a change management plan.

Document a change management plan that covers methods including:

  • Stakeholder analysis
  • Communications plan
  • Force field analysis

2.3 Define team stages and dynamics:

  • Team evolution
  • Identify and resolve negative dynamics

1. Define and describe the stages of team evolution including:

  • Forming
  • Storming
  • Norming
  • Performing
  • Adjourning
  • Recognition.

2. Identify tools that will help resolve negative dynamics such as overbearing, dominant, or reluctant participants, the unquestioned acceptance of opinions as facts etc.

2.4 Define team roles and responsibilities.

1. Describe and define the roles and responsibilities of participants on six sigma and
other teams including:

  • Master black belt
  • Black belt
  • Green belt
  • Yellow belt
  • Champion
  • Executive
  • Coach
  • Facilitator
  • Team member
  • Sponsor
  • Process owner

2. Understand the relationship between these roles. How they fit in the organization and between each other.

2.5 Define and apply team tools. Define and apply team tools such as brainstorming, nominal group technique, multi-voting, etc.
2.6 Describe and Apply effective communication. Identify and utilize effective and appropriate communication techniques for different situations to overcome barriers to project success.
2.7: Describe and Apply Meeting Design. Identify and utilize effective and appropriate meeting effectiveness techniques for different situations to overcome barriers to project success.

3.1 Outline process elements:

  • Components
  • Boundaries

1. Define and describe process components and boundaries.

2. Describe how processes across various functional areas.

3. Identify the challenges that may result from process improvement efforts

3.2 Identify owners and
stakeholders:

  • Process owners
  • Stakeholders
  • Internal customers
  • External customers
  • Suppliers
Identify process owners, internal and external customers, and other stakeholders in a project.

3.3 Collect customer data using various methods:

  • Surveys
  • Focus groups
  • Interviews
  • Observations
  • Question construction

1. Define methods to collect customer data. These can include:

  • Surveys
  • focus groups
  • interviews
  • observation

2. Identify the key elements that make these tools effective.

3. Review data collecting questions to identify and eliminate bias, and vagueness.

3.4 Analyze customer data using various methods:

  • Graphical
  • Statistical
  • Qualitative and quantitative tools

1. Use graphical, statistical, and qualitative tools to analyze customer feedback.

2. Assist in translating customer feedback into project goals and objectives, including critical to quality (CTQ) attributes and requirements statements.

3. Use voice of the customer (VOC) and voice of the business (VOB) analysis tools to translate customer requirements into performance measures.

3.5 Outline the project charter and the project statement:

  • Project elements
  • Problem statement
Define and describe elements of a project charter and develop a problem statement, including baseline and improvement goals.
3.6 Develop the project scope

Describe project definition/scope theories including:

  • Objectives
  • Boundaries
  • In-scope
  • Out-of-scope
3.7 Develop the project metrics. Establish key project metrics that relate to the voice of the customer.
3.8 Apply project planning tools

Demonstrate the use of at least one of the following project tools:

  • Gantt charts
  • Critical path method (CPM)
3.9 Define and utilize project risk analysis

Describe the purpose and benefit and impacts of project risk analysis including:

  • Resources
  • Financials
  • Impact on customers and other stakeholders
3.10 Use software to effectively analyze data and manage a project Describe how software is used for statistical analysis, process mapping, etc.
3.11 Define Tollgate review Present findings of the defined stages in a concise manner.
4.1 Identify process input and
output variables.
Identify process input variables and process output variables (SIPOC), and
document their relationships through cause and effect diagrams, relational matrices.

4.2: Develop process modeling:

  • Maps
  • Procedures
  • Flow charts
Develop and review process modeling tools such as process maps, flowcharts
against processes.

4.3 Describe basic statistical
data:

  • Population vs sample statistics
  • Normality testing
  • Central Limit Theorem

1. Distinguish between a population parameter and a sample data statistic.

2. Identify types of test data for normality testing.

3. Define the central limit theorem and describe its significance in the application of statistics.

4. Describe and apply concepts

4.4 Use failure mode and effects analysis.

1. Define and describe failure mode and effects analysis (FMEA).

2. Describe the purpose and use of scale criteria and calculate the risk priority number (RPN).

4.5 Calculate process performance.

1. Calculate process performance metrics such as:

  • Defects Per Unit (DPU)
  • Rolled Throughput Yield (RTY)
  • Cost Of Poor Quality (COPQ)
  • Defects Per Million Opportunities (DPMO)
  • Sigma levels, and
  • Process Capability indices.

2. Describe the process used to track process performance measures to drive project decisions.

3. Define and describe various CTx requirements, such as:

  • Critical To Quality (CTQ)
  • Critical to Cost (CTC)
  • Critical to Process (CTP)
  • Critical to Safety (CTS)
  • Critical to Delivery (CTD), etc.
    and the importance of aligning projects with those requirements

4.6 Collect and summarize data
using:

  • Data types
  • Data collection methods
  • Data assurance,
  • Accuracy and integrity
  • Techniques
  • Descriptive statistics
  • Graphical methods
  • Probability distributions

1. Identify and classify continuous (variables) and discrete (attributes) data.

2. Describe and define the nominal, ordinal, interval, and ratio measurement scales.

3. Apply methods for collecting data such as check sheets, coded data, etc.

4. Apply techniques such as random sampling, stratified sampling, sample
homogeneity, etc.

5. Compute, and interpret measures of dispersion and central tendency.

6. Construct and interpret frequency distributions and cumulative frequency
distributions.

7. Depict relationships by constructing, applying and interpreting diagrams and charts
such as:

  • Box-and-whisker plots
  • Scatter diagrams
  • Pareto charts etc.

8. Depict distributions by constructing, applying, and interpreting diagrams such as histograms, normal probability plots, etc.

9. Describe and interpret normal distributions

10. Use data analysis software to obtain the results of the above statistics.

4.7 Implement a measurement systems analysis tool. Conduct measurement system analysis for attribute data.

4.8 Identify, describe and apply process capability and
performance techniques:

  • Process capability studies
  • Process performance vs. specification
  • Process performance indices
  • Short-term vs. long-term capability
  • Process capability for attributes data

1. Identify, describe, and apply the elements of designing and conducting process capability studies, including identifying characteristics, identifying specifications and tolerances, developing sampling plans, and verifying stability and normality.

2. Distinguish between natural process limits and specification limits, and calculate process performance metrics such as percent defective.

3. Define, select, and calculate Cp and Cpk, and assess process capability

4. Describe the assumptions and conventions that are appropriate when only short-term data are collected and when only attributes data are available. Describe the changes in relationships that occur when long-term data are used, and interpret the relationship between long- and short-term capability as it relates to a sigma shift.

5. Compute the sigma level for a process and describe its relationship to Cpk

6. Present findings of the measure stages in a concise manner.

4.9 Measure Tollgate review
5.1 Identify potential causes Apply tools such as root cause analysis, cause and effect, 5Whys, C and E matrix, value techniques, and Pareto to identify potential causes.
5.2: Use exploratory analysis to study statistical significance.

1. Analyze the correlation coefficient and determine its statistical significance (p-value).

2. Explain the difference between correlation and causation. Interpret the linear regression equation and determine its statistical significance (p-value), histograms, and box and whisker diagrams.

3. Use regression models for estimation and prediction.

5.3 Undertake hypothesis
testing

1. Explain and use the following tools:

  • Basics
  • Tests for means, variances, and proportions
  • aired-comparison tests
  • Single-factor analysis of variance (ANOVA)
  • Chi-square
    to define and distinguish between statistical and practical significance and apply tests for
    significance level, type I, and type II errors.

2. Determine the appropriate sample size for the various tests.

5.4 Analyze Tollgate review Present findings of the analyze stages in a concise manner
6.1: Generate potential
solutions that address the root
causes.
Define and use tools such as brainstorming, creative thinking techniques to generate solutions to root causes.
6.2 Pilot root cause solutions Apply measure tools to pilot and analyze against the hypothesis.
6.3 Apply lean six sigma tools. Explain and apply tools such as 5S, Poka Yoke, Visual controls.
Explain the relevance and need for DOE and the concepts behind it.
6.4 Improve Tollgate review Present findings of the Improve stages in a concise manner.

7.1 Define and utilize Statistical Process Control
(SPC):

  • Objectives and benefits
  • Rational grouping
  • Control charts
  • Analysis of control
    charts

1. Describe the objectives and benefits of SPC, including controlling process performance, identifying special and common causes.

2. Define and describe how rational sub-grouping is used.

3. Interpret control charts and distinguish between common and special causes using rules for determining statistical control.

7.2 Develop a control plan and monitoring systems. Describe how to develop a control plan to document and hold the gains, and how to implement controls and monitoring systems such as poka-yoke, visual controls, SOP’s and training needs analysis.
7.3 Apply project closure techniques.

1. Describe the objectives achieved and apply the lessons learned to identify additional opportunities.

2. Present findings in a clear, concise manner.

7.4 Financial Review/Validation Describe the process of Savings/Improvement validation by an independent entity (Financial Analyst)
7.5 Project handover

1. Outline the PO meeting with control plan acceptance.

2. Document a checklist of tasks, with sign off, such as:

  • Training
  • Documentation
  • SOP review
  • Map update
  • Reissue of charter