Tecknic - Lean Six SIgma Yellow Belt

Lean Yellow Belt

Lean process improvement and waste minimisation are key to a successful Lean implementation; sustaining a Lean transformation requires continuous problem-solving by everyone in the organisation. Yellow Belt Training is an ideal way to prepare yourself to effectively and successful member of a project team

Course Code	Course Delivery	Course Pre-requisite(s)
LYB	2 Days	Lean White Belt

Objectives	Elements	Tools / Learning Approach
Demonstrate an understanding of where Lean Six Sigma came from and how it applies to your business Be able to write a problem statement for a localised team based problem Develop an understanding of process theory Consider and utilise different ways of developing an understanding from a customer perspective. Often with Yellow Belts this can be an internal customer Be able to identify the classic lean wastes Ability to understand and develop process maps for visualising a process Metrics and measurements is a huge category of learning and at Yellow belt you’ll need to dip your toe in the water. Pareto, Histograms, Scatter Plots are all required knowledge Basic principles of flow, including understanding the positive and negative of batching vs single piece flow Yellow belts will need to be able to identify non-value add activities in their processes so they can start to challenge these steps. Cause and Effect diagram and/or 5 Whys are the basic Yellow belt requirement here – there will also be some of the basic graphical tools to help take us from hunch to fact Understand the concept of error proofing with practical examples of it in use Understand the 5 terms associated with this tool along with their meanings and how to implement effectively in the workplace Visual Cards (Kanban), Signal Alerts (Andon) and Display Boards are one of the key techniques for making work visible A staple of controlling and standardising performance – yellow belts may be involved in writing these and so they will need to know what makes up a good SOP	Understanding of Lean, Six Sigma & Theory of Constraints End users, process owners, and stakeholders Team types, stages of team development and communication tools Describe how suitable projects are identified and selected. Project Scoping Project Charter SIPOC Data Collection Plan Voice of the Customer 8 Wastes Value Stream Mapping & Process Mapping Key Metrics Control Charts, Paretos, Histograms & Scatter Plots Cause & Effect 5 Why Flow - batching vs single piece Value Adding Analyses Root Cause Analysis Error Proofing 5S Visual Management Kanban Cards Standard Operating Procedures	Hands on examples. Build a project charter TLS Model. Normal Distribution & Process Capability. Practical demonstrations of process theory The Paper Clip Factory (Exercise). Core lean, Six Sigma and TOC principles. Customer perspective on value. Value Vs Non Value. Waste identification. Process Mapping. The Value Stream. The Current State Map. Value Stream Analysis. The Future state map. Lean Building Blocks. Workplace Organisation – 5S. 5S (Exercise). Visual Management. Employee Involvement & Continuous Improvement. Quality at the source. Thinking Lean (Exercise).

Lean Yellow Belt

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