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