LEAN SIX SIGMA YELLOW BELT SYLLABUS
1.0 MODULE 1 UNDERSTANDING LEAN SIX SIGMA
1.1 HISTORY AND EVOLUTION OF LEAN SIX SIGMA
1.2 BENEFITS OF IMPLEMENTING LEAN SIX SIGMA
1.3 KEY PRINCIPLES OF LEAN SIX SIGMA
1.4 DMAIC PROCESS IN LEAN SIX SIGMA
1.5 TOOLS AND TECHNIQUES IN LEAN SIX SIGMA
1.6 LEAN SIX SIGMA CASE STUDIES
1.7 LEAN SIX SIGMA SUCCESS STORIES
1.8 INTRODUCTION TO DMAIC AND LEAN METHODOLOGIES
1.9 UNDERSTANDING THE DMAIC METHODOLOGY IN DETAIL
2.0 BENEFITS OF IMPLEMENTING DMAIC METHODOLOGY IN MANUFACTURING
2.1 UNDERSTANDING LEAN METHODOLOGY
3.0 MODULE 2 UNDERSTANDING P.D.C.A LEAN PROJECT METHOD
3.1 P.D.C.A
3.2 PLAN
3.3 DO
3.4 CHECK
3.5 ACT
3.6 WHEN TO USE THE LEAN PROJECT METHOD PDCA
4.0 MODULE 3 TOOLS AND TECHNIQUES FOR PROCESS IMPROVEMENT
4.1 VALUE STREAM MAPPING
4.2 THE BENEFITS OF LEAN VALUE STREAM MAPPING
4.3 THE VSM PROCESS
4.4 5's METHOD
4.5 KANBAN
4.6 IMPLEMENTING KANBAN
4.7 SIX SIGMA
4.8 PROCESS MAPPING
4.9 HOW DOES PROCESS MAPPING WORK
5.0 WHAT CAN PROCESS MAPPING BE USED FOR
5.1 GEMBA
5.2 BENEFITS OF GEMBA WALKS IN MANUFACTURING
5.3 HOW TO CONDUCT A SUCCESSFUL GEMBA WALK IN MANUFACTURING
5.4 PREPARING FOR A GEMBA WALK
5.5 BEST PRACTICES FOR CONDUCTING A GEMBA WALK
5.6 COMMON CHALLENGES DURING GEMBA WALKS AND HOW TO OVERCOME THEM
5.7 WHY GEMBA WALKS ARE ESSENTIAL FOR IMPROVING MANUFACTURING PROCESSES AND EFFICIENCY
5.8 ROOT CAUSE ANALYSIS TECHNIQUES
5.9 THE BASICS OF PROBLEM-SOLVING
6.0 USING DATA TO SUPPORT YOUR ROOT CAUSE ANALYSIS
6.1 DIFFERENT APPROACHES TO PROBLEM-SOLVING
6.2 THE 5 WHYS TECHNIQUE
6.3 FISHBONE DIAGRAM
6.4 FAILURE MODE EFFECT ANALYSIS
6.5 INTRODUCTION TO FAILURE MODE EFFECT ANALYSIS 6.6 HOW FMEA CAN BE USED IN MANUFACTURING
6.7 THE BENEFITS OF FMEA FOR QUALITY CONTROL
6.8 F.E.M.A & SIX SIGMA 6.9 APPLYING FMEA IN THE MANUFACTURING PROCESS
7.0 COMMON CHALLENGES DURING FMEA IMPLEMENTATION
7.1 IMPROVEMENT CHARTS
7.2CONTROL CHART
7.3 PARETO CHART
7.4 HISTOGRAM CHART
7.5 SCATTER DIAGRAM
8.0 MODULE 4 PROJECT MANAGEMENT
8.1 IDENTIFYING PROJECT GOALS AND OBJECTIVES
8.2 CREATING A PROJECT PLAN AND TIMELINE
8.3 RESOURCE MANAGEMENT AND ALLOCATION
8.4 MONITORING AND EVALUATING PROJECT PROGRESS
8.5 STREAMLINING MANUFACTURING PROCESSES WITH PROJECT MANAGEMENT
9.0 MODULE 5 LEADERSHIP
9.1 IMPORTANCE OF LEAN LEADERSHIP IN MANUFACTURING
9.2 CHARACTERISTICS OF LEAN LEADERS
9.3 ROLE OF LEAN LEADERS IN IMPLEMENTING CHANGE
9.4 BENEFITS OF LEAN LEADERSHIP IN MANUFACTURING
9.5 LEAN LEADERSHIP STRATEGIES AND TECHNIQUES
9.6 CHALLENGES IN IMPLEMENTING LEAN LEADERSHIP
9.7 BENEFITS OF LEAN LEADERSHIP IN MANUFACTURING COMMUNICATION
9.8 INTRODUCTION TO COMMUNICATION IN MANUFACTURING TEAMS
9.9 THE IMPORTANCE OF EFFECTIVE COMMUNICATION IN MANUFACTURING
10.0 COMMON COMMUNICATION CHALLENGES IN MANUFACTURING TEAMS
10.1 STRATEGIES FOR EFFECTIVE COMMUNICATION IN MANUFACTURING TEAMS
10.2 THE BENEFITS OF EFFECTIVE COMMUNICATION IN MANUFACTURING TEAMS
11.0 MODULE 6 VOC - VOP - VOE
11.1 UNDERSTANDING THE VOICE OF THE CUSTOMER (VOC)
11.2 IMPORTANCE OF VOC IN LEAN MANUFACTURING
11.3 CRITICAL TO QUALITY (CTQ) CHARACTERISTICS
11.4 BENEFITS OF CTQ IN SIX SIGMA
11.5 IMPLEMENTING CTQ IN MANUFACTURING
11.6 VOICE OF THE PROCESS
11.7 TO GATHER INFORMATION ON THE VOICE OF THE PROCESS (VOP)
11.8 VOICE OF THE EMPLOYEE (VOE)
12.0 MODULE 7 INTRODUCTION TO STATISTICAL ANALYSIS TECHNIQUES IN SIX SIGMA
12.1 DESCRIPTIVE STATISTICS
12.2 INFERENTIAL STATISTICS
12.3 HYPOTHESIS TESTING
12.4 REGRESSION ANALYSIS
12.5 CONTROL CHARTS
12.6 BENEFITS OF USING STATISTICAL ANALYSIS TECHNIQUES IN SIX SIGMA
12.7 IMPROVED PROCESS PERFORMANCE
12.8 DATA-DRIVEN DECISION MAKING
12.9 CONTINUOUS IMPROVEMENT
13.0 MEAN - MEDIAN - MODE
13.1 WHAT ARE MEAN, MEDIAN, AND MODE
13.2 HOW TO CALCULATE MEAN, MEDIAN, AND MODE
13.3 MEAN IN MANUFACTURING
13.4 MEDIAN IN MANUFACTURING
13.5 MODE IN MANUFACTURING
13.6 HYPOTHESIS TESTING
13.7 WHAT IS HYPOTHESIS TESTING
13.8 HOW TO CONDUCT A HYPOTHESIS TEST IN MANUFACTURING
13.9 THE BENEFITS OF HYPOTHESIS TESTING IN MANUFACTURING
14.0WHAT IS STANDARD DEVIATION
14.1 TO CALCULATE THE STANDARD DEVIATION
14.2 INTRODUCTION TO THE EMPIRICAL RULE
14.3 T-Test - Z -Test
14.4 TYPES OF HYPOTHESIS TESTING IN MANUFACTURING Z TEST - T TEST T-TEST
15.0 MODULE 8 INTRODUCTION TO PROCESS CAPABILITY ANALYSIS
15.1 INTRODUCTION TO PROCESS CAPABILITY CPK IN MANUFACTURING
15.2 UNDERSTANDING PROCESS CAPABILITY AND ITS IMPORTANCE IN MANUFACTURING
15.3 FACTORS AFFECTING PROCESS CAPABILITY IN MANUFACTURING
15.4 HOW TO CALCULATE CPK
15.5 INTERPRETING CPK RESULTS AND ITS SIGNIFICANCE IN QUALITY IMPROVEMENT
16.0 MODULE 9 MEASURING DEFECTS DPMO- PPM- DPU
16.1 IMPORTANCE OF MEASURING MANUFACTURING DEFECTS
16.2 DEFECT METRICS EXPLAINED 16.3 DEFECTS PER MILLION OPPORTUNITIES (DPMO)
16.4 HOW TO CALCULATE DEFECTS PER MILLION OF OPPORTUNITIES (DPMO)
16.5 PARTS PER MILLION (PPM)
16.6 HOW TO CALCULATE DEFECTS PER MILLION (PPM)
16.7 DEFECTS PER UNIT (DPU)
16.8 HOW TO CALCULATE DEFECTS PER UNIT
17.0 MODULE 10 TAKT TIME – CYCLE TIME – LEAD TIME
17.1 UNDERSTANDING TAKT TIME, CYCLE TIME, AND LEAD TIME IN MANUFACTURING
17.2 THE DIFFERENCE BETWEEN TAKT TIME, CYCLE TIME, AND LEAD TIME
17.3 THE IMPORTANCE OF TAKT TIME, CYCLE TIME, AND LEAD TIME IN MANUFACTURING
17.4 HOW TO CALCULATE TAKT TIME, CYCLE TIME, AND LEAD TIME
17.5 TOOLS AND TECHNIQUES FOR OPTIMIZING TAKT TIME, CYCLE TIME, AND LEAD TIME
