Training & Certification
Getting trained and certified through The Lean Group, guided by the owner's 32 years of industry experience from Japan, Australia, to the golden shores of California offers unparalleled advantages over traditional schools or online platforms. The deep, hands-on expertise provides practical insights and strategies developed over decades in diverse environments. This real-world knowledge and personalized coaching ensure that you gain relevant, actionable skills, tailored to the complexities of modern industry challenges, far beyond theoretical learning.
White Belt Body of Knowledge
- A White Belt has a foundational understanding of Lean and Six Sigma. The White Belt is intended for any individual where Lean and or Six Sigma is being deployed. Although White Belts are not an active part of a Lean or Six Sigma project when they are carried out, the entire organization benefits by being aware of the key tools and concepts of the Lean and Six Sigma methodologies. • History of Lean and Six Sigma • Common Six Sigma Principles • The 7 Quality Tools of Lean • What is Value Stream Mapping • 5S - Sort, Set, Shine, Standardize, and Sustain • Understanding MUDA - TIMWOOD
- • Just-in-Time • Poka Yoke • Calculating DPMO
- DMAIC, DMADV, and DFSS • Controlling the Process • Challenges of Lean Six Sigma • Lean Six Sigma beyond the Workplace • 5 Whys VS Fishbone for Root Cause Analysis • PDCA • Gemba Walks • SIPOC • Common Sayings and Teaching from Lean Practitioners
Yellow Belt Body of Knowledge
- The Yellow Belt designation refers to employees that have basic training in the Six Sigma quality improvement methodology and participate in related projects. They have a basic understanding of the methodology and assume a supportive role to both Green and Black Belts within a Six Sigma Team. Like the Green Belts, they usually also have other non-Six Sigma related responsibilities within their job descriptions.
- • All of the White Belts Requirments
- • Decision Making Without Six Sigma
- • Decision Making With Six Sigma
- • Defining Six Sigma
- • Real World Examples
- • Calculating Sigma Level
- • Sigma Level Is Not a Final Indicator
- • Common Six Sigma Principles
- • Customer-Focused Improvement
- • Value Streams
- • Continuous Process Improvement
- • Variation
- • Removing Waste
- • Equipping People
- • Controlling the Process
- • Challenges of Six Sigma
- • Lack of Support
- • Lack of Resources or Knowledge
- • Poor Project Execution
- • Data Access Issues
- • Concerns about Using Six Sigma in a Specific Industry
- Six Sigma History and Application
- • The Development of Statistical Process Control
- • Continuous Process Improvement: Toyota and Lean
- • Motorola’s Focus on Defects
- • ABB, Allied Signal, and General Electric
- • Continued Growth of Six Sigma
- • Applying Six Sigma Knowledge
Green Belt Body of Knowledge
Green Belts are Six Sigma Professionals who work closely under Black Belts, responsible for doing most of the Six Sigma data collection. Since this methodology is highly statistical in nature, it is of utmost importance to start with a complete set of good and accurate data. Green Belts are usually employees of a Six Sigma company who also have other day to day responsibilities within the framework of that company.Occasionally, a Green Belt can also fulfill minor leadership roles within a Six Sigma Team, especially for smaller scale projects. They are well-educated on the correct use of the Six Sigma Tools and employ them under the direction of a Black Belt Project Leader.
• Data Driven Processes and Decisions• Decision Making Without Six Sigma• Decision Making With Six Sigma• Defining Six Sigma• Real World Examples• Calculating Sigma Level• Sigma Level Is Not a Final Indicator• Common Six Sigma Principles• Customer-Focused Improvement• Value Streams• Continuous Process Improvement• Variation• Removing Waste• Equipping People• Controlling the Process• Challenges of Six Sigma• Lack of Support• Lack of Resources or Knowledge• Poor Project Execution• Data Access Issues• Concerns about Using Six Sigma in a Specific IndustrySix Sigma History and Application• The Development of Statistical Process Control• Continuous Process Improvement: Toyota and Lean• Motorola’s Focus on Defects• ABB, Allied Signal, and General Electric• Continued Growth of Six Sigma
• Data Driven Processes and Decisions• Decision Making Without Six Sigma• Decision Making With Six Sigma• Defining Six Sigma• Real World Examples• Calculating Sigma Level• Sigma Level Is Not a Final Indicator• Common Six Sigma Principles• Customer-Focused Improvement• Value Streams• Continuous Process Improvement• Variation• Removing Waste• Equipping People• Controlling the Process• Challenges of Six Sigma• Lack of Support• Lack of Resources or Knowledge• Poor Project Execution• Data Access Issues• Concerns about Using Six Sigma in a Specific IndustrySix Sigma History and Application• The Development of Statistical Process Control• Continuous Process Improvement: Toyota and Lean• Motorola’s Focus on Defects• ABB, Allied Signal, and General Electric• Continued Growth of Six Sigma