Home / Non-Accredited / Project Management, Agile & Process Improvement / Lean Six Sigma Green Belt Training (6 days)
Quick Look Course Summary:Lean Six Sigma Green Belt Training (6 days)
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Length: 6 day(s)
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Price (at your venue): 1 Person R 44,850 EX VAT 3 Person R 30,035 EX VAT 10 Person R 21,029 EX VAT
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Certification Type:Non-Accredited
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Locations & Venues: Off-site or in-house. We train in all major city centres throughout South Africa.
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Lean Six Sigma Green Belt Training (6 days)
Staff who can lead a process-improvement project from problem statement to verified result – and keep the gains.
Recurring defects, rework, long turnaround times and customer complaints rarely fix themselves. Someone has to scope the problem, gather the data, prove the root cause and make the solution stick. This six-day Lean Six Sigma Green Belt training prepares managers, supervisors and specialists to do exactly that, leading small-to-medium improvement projects part-time alongside their day job.
Delegates work through the full DMAIC cycle – Define, Measure, Analyse, Improve and Control – at Green Belt depth. The course covers Lean principles and waste, project chartering and the voice of the customer, process and value stream mapping, Six Sigma metrics, measurement system analysis and process capability, then root cause analysis, hypothesis testing, correlation and regression. The final days cover solution selection, an introduction to design of experiments, piloting, mistake-proofing and statistical process control. Statistics are taught with Excel, using data the business already has.
Each delegate chooses a real improvement project on day one and takes it through a tollgate review at the end of every phase, then presents the project storyboard on day six. Where a Yellow Belt contributes to projects, a Green Belt runs them end to end. The 6sigmastudy Lean Six Sigma Green Belt exam is written online, in class, at the end of day six.
Why this course
For your organisation
- Internal project leaders who can deliver measured savings
- Decisions on process changes based on data, not opinion
- A live improvement project under way during the course
- Less rework, waste and variation in manufacturing, services, finance or logistics
- Improvement that builds on your people rather than replacing them
For your delegates
- A complete DMAIC toolkit, from project charter to control chart
- Practical statistics in Excel, including hypothesis tests and regression
- Feedback on your own project at every tollgate
- The 6sigmastudy Lean Six Sigma Green Belt certification, written on day six
What delegates will be able to do
- Select and scope an improvement project linked to strategy and the cost of poor quality
- Write a project charter with a clear problem statement, goal, scope and business case
- Map a process and value stream and calculate lead time, takt time and process cycle efficiency
- Establish a baseline with Six Sigma metrics, measurement system analysis and process capability
- Find and verify root causes with fishbone diagrams, FMEA, hypothesis tests and regression
- Select, pilot and implement solutions using Lean tools and an introduction to design of experiments
- Sustain the gains with mistake-proofing, a control plan and the right control chart
- Present a DMAIC project storyboard and validate its financial benefits
Who should attend
Managers, supervisors, team leaders, quality, operations and process-improvement staff, engineers and analysts in manufacturing, services, finance, logistics or the public sector who will lead or support improvement projects. Yellow Belt knowledge is helpful but not required; comfort with basic arithmetic and Excel is expected.
Course outline
Day 1 – Lean Six Sigma foundations and Define
Introduction to Lean Six Sigma
- What Lean Six Sigma means and where it came from
- Sigma levels, variation and 3.4 defects per million opportunities
- Y = f(x) as a problem-solving strategy
- Roles: Champion, Black Belt, Green Belt, Yellow Belt and process owner
- Why Lean Six Sigma develops people rather than cutting jobs
The Lean enterprise
- Value, value stream, flow, pull and perfection
- The eight wastes, including over-processing, conveyance and waiting
- Value-adding and non-value-adding work
- 5S workplace organisation
Selecting improvement projects
- Linking projects to strategy and customer needs
- The cost of poor quality
- Pareto analysis and the 80:20 rule
- Choosing and scoping each delegate's project
Define: the project charter
- Problem and goal statements
- Scope: what is in and out of frame
- Business case, financial evaluation and benefits capture
- Team, milestones and stakeholder analysis
Define: the voice of the customer
- Collecting the voice of the customer
- The Kano model
- Critical-to-quality (CTQ) trees
- SIPOC diagrams
- Define tollgate review of delegate projects
Day 2 – Measure
Mapping the process
- Process maps and swimlane maps
- Current-state value stream mapping
- Lead time, cycle time, takt time and process cycle efficiency
- Finding bottlenecks and constraints
Six Sigma metrics
- Defects, defectives, units and opportunities
- DPU, DPMO, first-time yield and rolled throughput yield
- Converting results to a sigma level
- Establishing baseline performance
Data collection
- Continuous and attribute data
- Operational definitions
- Random, stratified, systematic and subgroup sampling
- Data collection plans and check sheets
Basic statistics
- Mean, median, mode, range, variance and standard deviation
- The normal distribution
- Histograms, box plots, run charts and Pareto charts
- Analysing data with Excel
Measurement system analysis
- Precision and accuracy
- Bias, linearity and stability
- Gage repeatability and reproducibility (gage R&R)
- Variable and attribute measurement system analysis
Day 3 – Capability and Analyse
Process capability
- Stability compared with capability
- Cp, Cpk, Pp and Ppk
- Capability for attribute and discrete data
- Measure tollgate: baseline sigma for delegate projects
Root cause analysis
- Brainstorming and affinity diagrams
- Fishbone diagrams and the 5 Whys
- The cause-and-effect (X-Y) matrix
- Failure modes and effects analysis (FMEA)
Patterns of variation
- Common-cause and special-cause variation
- Multi-vari analysis
- Normal, binomial, Poisson and non-normal distributions
- Stratifying data to find where problems occur
Inferential statistics
- Populations and samples
- Sampling distributions and the central limit theorem
- Confidence intervals
- Sample size
Hypothesis testing fundamentals
- Null and alternative hypotheses
- Practical compared with statistical significance
- Alpha and beta risk, p-values and power
- A roadmap for choosing the right test
Day 4 – Analyse: testing and modelling
Hypothesis testing with normal data
- One-sample and two-sample t-tests
- Paired t-tests
- Tests for variance
- One-way ANOVA
Hypothesis testing with non-normal and attribute data
- Mann-Whitney, Kruskal-Wallis and Mood's median tests
- One-sample sign, Wilcoxon and Friedman tests
- One- and two-sample proportion tests
- Chi-square tests with contingency tables
Correlation and simple linear regression
- Scatter plots and the correlation coefficient
- The regression equation
- Residual analysis
- Why correlation is not causation
Multiple regression
- Multiple linear regression
- Confidence and prediction intervals
- Non-linear regression
- Data transformation, including Box-Cox
Analyse tollgate
- Verifying root causes with data on delegate projects
- Presenting statistical findings to non-specialists
- Analyse tollgate review
Day 5 – Improve and Control
Generating and selecting solutions
- Creative solution techniques
- Lean solutions: flow, pull, kanban, quick changeover (SMED) and standard work
- Solution selection matrices
- Cost-benefit analysis of solutions
An introduction to design of experiments
- Why and when to experiment
- Factors, levels and responses
- Two-level full factorial designs
- Main effects and interaction plots
Piloting and implementation
- Planning and running a pilot
- Assessing solution risk with FMEA
- Future-state process map and value stream map
- Implementation and change management plans
- Improve tollgate review
Lean controls
- Mistake-proofing (poka-yoke)
- Sustaining 5S and visual management
- Kanban as a control method
- Standard operating procedures and the control plan
Statistical process control
- Rational subgrouping for SPC
- I-MR, Xbar-R and Xbar-S charts for continuous data
- P, NP, U and C charts for attribute data
- An introduction to CUSUM and EWMA charts
- Reading out-of-control signals and responding
Day 6 – Closing the project, presentations and the exam
Sustaining the gains and closing the project
- Response plans and handover to the process owner
- Validating financial benefits
- Lessons learned and replicating the improvement
- Control tollgate review
Improvement project presentations
- Delegates present their DMAIC project storyboards
- Facilitator and peer feedback
- Action plan for completing the project at work
Certification exam preparation
- Phase-by-phase review of key DMAIC concepts
- Practice questions
- Exam technique and how the online exam works
Certification exam
- The 6sigmastudy Lean Six Sigma Green Belt exam, written online in class
- Log-in and set-up checks before the exam starts
- Next steps after the exam and course close
How it is delivered
Six days, 08:30-16:00, with the online certification exam at the end of day six; the days can run consecutively or be spread out to suit operations. In person at your offices anywhere in South Africa, at a BOTI venue in a major city centre, or live online. One delegate or a group of up to 20; in-house groups can bring their own data and projects. Workbook, exercises and Excel templates included. Each delegate needs a laptop with Microsoft Excel and internet access – BOTI can supply laptops at an extra cost. We deliver it at your offices in Johannesburg, Pretoria, Durban, Cape Town and anywhere else in South Africa, at a BOTI venue in Johannesburg, or live online for teams in different places.
What our clients say
“All training programmes were delivered in a highly professional manner, with effective coordination and strict adherence to our scheduling requirements. The facilitators demonstrated a commendable level of expertise, and the quality of delivery consistently met our expectations.”
“The facilitator was excellent and took time to ensure that the employee understood the content and was able to apply the learning in order to develop the portfolio of evidence.”
“The training was well received and we were impressed by the knowledge of the facilitators and the quality of overall training.”
Frequently asked questions
Is the certification exam part of the course?
Yes. Delegates write the 6sigmastudy Lean Six Sigma Green Belt exam online, in class, at the end of day six, after presenting their improvement project.
Do delegates need Yellow Belt first?
No. Yellow Belt knowledge helps, but it is not required. Delegates should be comfortable with basic arithmetic and Excel, because the statistics are done in Excel.
Can you run it at our offices, and can the days be split?
Yes. We train at your premises anywhere in South Africa, at a BOTI venue or live online, for one delegate or a group of up to 20. The six days can run in one block or be spread over several weeks so delegates can collect project data in between.
Is it accredited?
No – it is a non-accredited course. Delegates receive a BOTI certificate of attendance plus the international 6sigmastudy Green Belt credential.
How does Green Belt differ from Yellow and Black Belt?
Yellow Belt (4 days) prepares staff to contribute to projects. Green Belt (6 days) prepares them to lead small-to-medium projects part-time. Black Belt (10 days) prepares a full-time improvement lead who runs several projects and coaches Green Belts.
Can you run this course in Johannesburg, Cape Town or Durban?
Yes. We train on site at your offices in Johannesburg, Pretoria, Durban, Cape Town and across South Africa, at a BOTI venue in Johannesburg, or live online so a team spread over several offices can attend together.
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