Lean Six Sigma - Yellow Belt

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Lean Six Sigma - Yellow Belt
Course Trailer
1: Overview

The Lean Six Sigma Yellow Belt certification is a method of process improvement to make an already established environment or process better, faster and more cost effective. Viewers will hear an overview about the knowledge one needs to attain the Lean Six Sigma Yellow Belt certification, how it applies to IT professionals, and brief details about the exam.

10 min
Introduction to LSS
2: Introduction to LSS

Lean Six Sigma (LSS) is a combination of two methodologies: lean thinking and Six Sigma blended together to help critical thinking skills. LSS is about looking at an existing activity or process already set in place and looking at how it can be made better, faster, or more cost effective. Viewers will be introduced to the concept of LSS and hear extended information about the process and how it compares with other process improvement methodologies like, AGILE, ISO, CMMI, and ITIL.

30 min
LSS History
3: LSS History

Within Lean Six Sigma (LSS) are different certification levels. Viewers will hear about the five different levels of the certification and how it is applied in the work field. A brief background of LSS is also discussed along with some of the other important factors.

29 min
Waste and Defects, Part 1
4: Waste and Defects, Part 1

One of the key goals of Lean Six Sigma is to identify defects and waste and then reduce/ eliminate them. It is important to understand the main functionalities of both sides where, Six Sigma concentrates on defects/ mistakes, while Lean concentrates on waste. Viewers will hear discussions about terms used in both Six Sigma and Lean as well as details of the processes involved in each and how they identify and reduce waste and defects.

29 min
Waste and Defects, Part 2
5: Waste and Defects, Part 2

In looking through specific types of waste and how to identify it, one should have a process in which they can quickly gather their thoughts and make decisions. Viewers will hear an in-depth explanation about the structured brainstorming exercise involving the acronym "TIM WOODS" to help identify waste related with transportation, inventory, motion, waiting, over production, over processing, defects, and skills.

32 min
Project Management
6: Project Management

Making sure a project effectively starts and finishes is an important objective. Viewers will hear discussions about process improvement, the project life cycle, and will be introduced to the primary models in Lean Six Sigma, which are PDCA, DMAIC, and DFSS.

22 min
7: Plan-Do-Check-Act

The Plan-Do-Check-Act (PDCA) cycle, or otherwise known as the Shewhart Cycle or the Deming Cycle, is a four-step model for carrying out change and is big in the realm of project management. Viewers will hear a brief history of PDCA and its relevance in planning a project.

13 min
Define Phase, Part 1
8: Define Phase, Part 1

Define' is the first phase in the five phase process of the DMAIC model. In the Define Phase, there are two rules: you have to have a process map and you have to end with a project charter. Viewers will hear discussions of tools and activities that help people in the define phase and hear how the phase helps everyone understand what a project is trying to achieve.

29 min
Define Phase, Part 2
9: Define Phase, Part 2

In further elaboration of the Define Phase in the DMAIC process, concepts like Voice of the Customer (VOC), the SIPOC diagram, Critical to Quality (CTQ), and the Thought Process Mapping (TPM) tool are explained to viewers so that they can capitalize on these critical thinking tools and identify areas in a process that need to be looked at.

24 min
Define Phase, Part 3
10: Define Phase, Part 3

Aligning the goals with business initiatives on the project charter and putting projected return on investments (ROI) are the last portions of the Define Phase that should be covered before one moves on to the Measure Phase. Viewers will hear further explanations of activities and tools before transitioning to the next phase in the DMAIC process.

26 min
Measure Phase, Part 1
11: Measure Phase, Part 1

Entering into the second phase of the DMAIC model is the Measure Phase. In the Measure Phase one has to determine what it is they want to measure and what the best tool is to do so. Viewers will be shown key tools like benchmarking, data collection plans, Sigma levels, and others to help measure and figure out what one should measure, to get a 'clear as is' picture of where one is today.

30 min
Measure Phase, Part 2
12: Measure Phase, Part 2

Final remarks of the Measure Phase include discussions of tools like Balanced Scorecards, different types of benchmarking tools, and a reiteration of the use of the SIPOC model and data collection plan to help measure and generate ideas before moving on to the Analyze Phase.

24 min
Analyze Phase
13: Analyze Phase

The purpose of the Analyze Phase is to come up with a number of viable solutions to one's process improvement project. Viewers will see ways of how to put some of the collected data to use through graphs, charts, and models like the Seven Tools of Quality. Viewers will also see the rest of the steps involved in the Analyze Phase that include, identifying potential root causes, finding sources of variation, conducting a correlation analysis, and others.

41 min
Improvement Phase
14: Improvement Phase

The Improvement Phase is a less flexible phase compared to the prior phases in the DMAIC process, where all steps must be followed. Steps include: listing 3-5 solutions generated from the Analyze Phase, gaining consensus on which solution to try, conducting a pilot to measure the scale of improvement, and then implement the solution as per plan. Viewers will also hear about tools like SWOT analysis as a way to organize your thoughts, time analysis, and FMEA Thinking to mistake proof your project plan.

33 min
Control Phase
15: Control Phase

The moment one notices they made an improvement is when they should move over to the Control Phase, the final phase in the DMAIC model. First one must articulate the benefit and why a client should care about it. Viewers will hear discussions on how to close a project as well as key tools in this phase, which include return on investment formulas or cost savings calculations, Sigma calculations, FMEA forms, and others.

19 min
Achieving Buy-In
16: Achieving Buy-In

Buy-in is an important factor when trying to implement Lean Six Sigma into a prospective client. Viewers will hear discussions on ways one can achieve buy-in and top reasons why people sometimes have trouble with buy-in.

11 min
Next Step
17: Next Step

Once one has completed their training for the Yellow Belt certification, one must take the exam to achieve the certification. Viewers will also hear about the details involved with the exam and other processes in moving forward towards achieving the further Green Belt, Black Belt, and Master Black Belt certifications in Lean Six Sigma. Learn more about Dr. Terra Stern and Lean Six Sigma by visiting her site www.SSDGlobal.net.

15 min
Terra Vanzant-Stern


Victoria University



About Terra Vanzant-Stern

Terra Vanzant-Stern, PhD., PMP, SPHR/GPHR. is a Six Sigma Master Black Belt and CEO of SSD Global Solutions, Inc. (Smart Simple Decision Making). She currently serves on two non-profit boards: Project Management Institute (PMI) and the Colorado Lean Network (CLN). She holds a PMP, SPHR, GPHR, Quality Engineer and Facilitator certifications. Dr. Stern is a USAF veteran who has written several books and articles on problem solving, process improvement and leadership. Her most well-known book is Lean Six Sigma: International Standards and Global Guideline (Routledge). Her latest book by the same publisher is currently being used at Metropolitan State University: Leaner Six Sigma - Making Lean Six Sigma Easier and Adaptable to Current Workplaces. Dr. Stern's latest work has been with Design Thinking: A Model for Process Improvement, Innovation and Invention. Additionally, Dr. Stern has published two Kindle books: LEANER Six Sigma and A Leaner Approach to Government and Public Utilities. Her book Lean and Agile Project Management went into 2nd Edition May 2020. Dr. Stern's latest work is on Employee Engagement, She is offering training and certification as an Employee Engagement Coach. Dr. Stern has worked with George Washington University, Baker University and CSU developing programs in the areas of practical statistics, leadership and critical thinking. Dr. Stern has performed executive coaching, facilitation and Kaizen sessions (rapid improvement events) for companies such as Tennessee Valley Authority, Southern California Edison, South Texas Project, Ahold Holding, County of Jefferson Colorado and the Denver Federal Center. Dr. Stern's past board positions include: Chair, ASQ Lean Enterprise Division, Strategy Chair Colorado Human Resource Association, Member at Large, Colorado Ethics Committee and Curriculum Chair for Projects with Industry (who worked placing developmentally disabled adults in the workforce community).

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