Lean Six Sigma Green Belt
A Project-Based Certification Program
36-Hour Workshop Delivered Live, In-Class or Online
The Lean Six Sigma Green Belt is the most recognizable and valued quality management certification across all industries. It commands an average annual salary of more than $100,000. This program combines comprehensive classroom training with real-world application to both enhance learning and validate capabilities.
“Just wanted to give some prelim feedback — I love this so much!! Even with the pivot to online learning, this is so much fun, and so engaging!”
–Continuous Improvement Manager, Insurance Company
You will attend three training sessions (two days each) over a seven-week period to complete the 36 hours of classwork. Between sessions, you will work on a process improvement project from your organization. The project will require a thorough knowledge of the Green Belt course topics and will give you the opportunity to build/demonstrate proficiency while creating immediate ROI for your company.
Dates for Fall Program:
- Session One – October 20-21
- Session Two – November 10-11
- Session Three – December 1-2
Why You Want a Green Belt
The skills of a Lean Six Sigma Green Belt are important to your career and your company.
- Stand Out from the Crowd – Certification puts you in better position for advancement.
- Better Job Opportunity and Improved Salary – Experienced Six Sigma certification-holders are among the highest-paid professionals globally.
- Extinction Free – Will never become obsolete; problem-solving is needed every day, in every profession, in every industry.
- Improve Bottom Line and Increase Profits – Cutting costs, improving delivery time, reducing inventory, etc. leads to satisfied, happy customers which translates into better revenue streams and increased profitability.
Lean Six Sigma principles, project selection, complete the “Define” and “Measure” phases, and start the “Analyze” phase of DMAIC.
I. Introduction and Expectations
- What are Lean and Six Sigma?
- Evolution of Quality Improvement
- Advantages and uses of DMAIC problem solving and Kaizen events
II. Process Improvement Examples
- Case Studies
III. Overview of Problem Solving and Process Improvement Strategies
- Step 1: “Define” tools and Selecting and Supporting Successful Improvement Projects
- Step 2: “Measure” Tools and Making the Current Process Visible and Determining Baseline Data
- Step 3: “Analyze: Tools and Identifying Waste and Inefficiencies
- Step 4: “Improve” tools and Designing Improvements
- Step 5: “Control” tools and Testing Improvement Ideas
- Step 6: “Replicate” Tools and Implementing Improvements
IV. Selecting and Supporting Successful Improvement Projects
- Scope and Charter
- Go/ No-Go checklist
- Collecting and analyzing baseline data
- Determining who should be involved and roles
- Level Setting, Operational Definitions and Ground Rules
V. Making the Invisible Visible
- Process Mapping
- Value streams
- Swim Lanes
- Cycle time vs. Lead time
VI. Begin Classroom Case Study
End of Day 1
I. Create “Define” tools
- Business Process Map
II. Identify the 8 Common Causes of Waste
- Over producing
- Over processing
III. Identify Non Value-added Activities
IV. Customer Focus
V. Data-Based Decision Making
- Meaningful Measures
- Doing the wrong thing better and better
VII. Complete Selection of Individual Green Belt Projects
- Process Selection
- Customer Needs / Critical to Quality
- Goals and Measures
VIII. Developing Data Collection Plans
- Assignments for customer feedback and peer reviews of data and tools
- Elevator Speech
End of Day 2
2-3 WEEKS TO WORK ON GREEN BELT PROJECT
- Complete data collection plan, review SIPOC and process map with team, and prepare to teach assigned tool.
- Remote coaching and guidance by instructor
Finish learning “Analyze” on baseline data collected. Learn “Improve” and “Control” phases of the DMAIC process. Review progress and work on project
I. Tool Time Teach-backs
- Run Chart
- Control Chart
- Pareto Chart
- Fishbone Diagram
- Affinity Diagram
- Force Field Analysis
- Nominal Group technique
II. Continue Development of Individual Green Belt Projects
III. Continue Class Room Case Study
- Common Vision tools
- Looking for Clues
- Idea generation and prioritization tools
- Risk analysis
- Clean sheet re-design
IV. Poka Yoke
- Creating a mistake-proof form exercise
V. Continue Design of Individual Green Belt Projects
End of Day 3
I. Review Progress Of Lean Belt Projects
- Data collection and analysis
- Scope and goals adjustment
- Next Steps
II. Change Management
- Reaching consensus
- Overcoming resistance
- Creating Buy- In
III. Implementation Strategies
- Action Registers
- Study and phase in pilot solutions
- Time Trees
- Gantt Charts
- Project Management
IV. Visual Management and Score Cards
V. 5S + Safety
VI. Complete Class Room Case Study
VII. Classroom time for Individual Green Belt Project Work
VIII. Homework and Project Completion Assignments
End of Day 4
2-3 WEEKS TO WORK ON GREEN BELT PROJECT
- Refine improvements and implementation plans.
- Coaching and guidance off site
Learn how to facilitate other people’s projects, drive change, and incorporate Lean into culture. Time to fine tune project presentations and feedback.
I. Facilitating Projects that are not your own
- Working with other teams
- Forming, Storming Norming, Performing, Adjourning
- Change Management
- Creating Business Case
II. Facilitating other people’s projects Case Study
- Map process
- ID waste
- Clean-Sheet Redesign
III. Creating a Lean Culture
- 8 steps from investigation to imbedded in DNA
- Top down commitment
- Bottom Up Support
- Employee Development
- Anchoring Lean in the policies and practices of the organization
IV. Classroom time to finalize project presentation
End of Day 5
I. Green Belt Project Presentations:
- 20-minute review of data collected, analysis, goals, tools used, projected results, implementation strategies for each participant
- Question and comments from participants
- Final Feedback from Instructor
II. Awarding of Green Belts when criteria completed
End of Day 6
Instructor and Expert
Steve Wall is the Lean Six Sigma Practice Leader for Orion Development Group. He has more than 30 years of experience leading major improvement efforts from the inside and as a consultant.
Mr. Wall has worked with dozens of local governments and private sector organizations in the United States and Mexico to develop strategic plans, implement change, improve customer focus, eliminate waste and save money. He was the founding director of Lean Ohio, which implemented several hundred improvements, including more than 100 week-long Kaizen events. These teams averaged more than a 50% reduction in both complexity (process steps) and process time
A nationally recognized expert, Mr. Wall has testified before subcommittees of the U.S. House of Representatives, the U.S. Senate and the US Secretary of Labor’s Office as an expert witness on how to cut red tape and save money in government. He is an examiner, judge and member of the Board of Trustees for the Partnership for Excellence.
Mr. Wall is a certified Lean Six Sigma Master Black Belt.
Earning the certification requires success with in-class tests and but is primarily contingent up completion of the project assignments. The real-world project will allow you to demonstrate your abilities and generate ROI for your employer.
Training That Pays!
Achieving Lean Six Sigma (LSS) Green Belt Certification requires each candidate to complete a real-world project. These projects not only validate skills, they deliver real return on investment for the sponsoring organization.
For instance, one Green Belt candidate applied LSS skills to improve a manufacturing process. It produced $100,000 reduction in annual scrap costs and a 2.5% improvement in on-time delivery.
Truly, It’s Training That Pays!