Introduce Your Team To Lean Six Sigma With 1 Hour White Belt Training. Free White Belt Training covers: - Introduction to Lean Six Sigma - Lean Six Sigma Roles - The 8 Wastes - DMAIC Overview (Define, Measure, Analyze, Improve, Control) View the full White Belt Course Outline here https://goleansixsigma.com/online-white-belt-training-course-outline/

1. Lean Six Sigma
White Belt Training
View the interactive version of this White Belt Training at:
http://wb.goleansixsigma.com

2. White Belt: Learning Objectives
• After completing this Training, you will be able to:
• List the basic concepts and principles that underlie
Lean Six Sigma improvement methods
• Describe the history of Lean and Six Sigma
• Distinguish between Lean and Six Sigma
• List the benefits of using Lean Six Sigma
• Define the Roles involved in Lean Six Sigma
• Recognize the 8 Wastes of processes

3. White Belt Modules
There are 4 modules in this course:
Introduction To
Lean Six Sigma
Roles The 8 Wastes
DMAIC
Overview

4. What Is Lean Six Sigma?
Lean Six Sigma is a combination of two powerful methods:
Lean and Six Sigma.

5. • A Lean Process:
• Is faster
• Is more efficient and
economical
• Delivers satisfactory quality
What Is A Lean Process?

6. What Is A Six Sigma Process?
A Six Sigma process has a 99.99966% defect-free rate.
This is equivalent to 3.4 DPMO (defects per million opportunities), or a single defect for every 294,000 units. How
small does this look? The chart illustrates 1 defect in 294,000 units with powers of magnifications:

7. Where Did Lean Six Sigma Come From?
• Developed in the 1940s at Toyota
• Taiichi Ohno: EVP Production Engineer
• Toyota Production System (TPS)
• TPS known as Lean in the USA
• Developed in the early 80s at Motorola
• Bill Smith: Engineer
• 1988: Malcolm Baldridge Quality Award
• 1990: Mikel Harry starts Six Sigma Academy

8. Why Do Organizations Use Lean Six Sigma?
1. Lean Six Sigma Benefit: Increase Revenue
2. Lean Six Sigma Benefit: Decrease Costs
3. Lean Six Sigma Benefit: Increase Efficiency
4. Lean Six Sigma Benefit: Effective People

9. • Belt levels came from Karate
• Different belts indicate different
levels of expertise
Lean Six Sigma Belt Levels

10. • Has overall understanding of Lean Six
Sigma concepts
• Able to report process issues to
Yellow Belts, Green Belts, Black Belts
• Able to use basic Lean Six Sigma
vocabulary terms
White Belts

11. • Has a basic understanding of Lean
Six Sigma concepts
• Receives additional just-in-time
Lean Six Sigma training from Green
Belts and Black Belts for projects
Yellow Belts

12. • Work as managers, process owners, technical
experts, or in administrative functions
• Responsible for initiating and managing Lean
Six Sigma Projects within their primary
function
• Work closely with Black Belts and are trained
in many of the same ways as Black Belts, but
in less detail
Green Belts

13. • Trained in advanced Lean Six Sigma tools and
methodology
• Hold full-time positions in Lean Six Sigma
organizations
• Train, lead, and support Lean Six Sigma Teams, Green
Belts, and Yellow Belts
• Function in multiple roles for Lean Six Sigma project
teams: coach, mentor, teacher, leader, content expert
Black Belts

14. • Supported by Black Belts
• Usually a full-time position
• Work with executive
management to select projects,
align with company strategy,
assist removal of barriers, and
identify gaps
• Function in multiple roles for
Lean Six Sigma implementation:
coach, mentor, teacher, project
leader, and content expert
Master Black Belts

15. • Have a general understanding
of Lean Six Sigma
• Help select, support, and
promote projects to completion
• Provide resources for project
teams and removes barriers
beyond team’s control
• Essential to smoothing the way
to a culture of process
improvement
Champions

16. What Is Waste?
• Waste is:
• “muda” in Japanese
• a strain on an organization’s time and resources
• doesn’t add value for the customer
• The more you can reduce Waste, the better

17. Seeing With New Eyes
“The real voyage of discovery consists not in seeking
new lands but seeing with new eyes.” - Marcel Proust

18. Learning To See With New Eyes
• Process improvement requires us to look at our
processes in a new way
• Organizations that use Lean Six Sigma have different
conversations
• Is it OK to challenge the status quo
• Asking “Why” is not reacted to defensively
• An example of this new view of work is The 8 Wastes
tool

19. The 8 Wastes
Here is a chart of the 8 Wastes:
• A trick to memorize them is the acronym, “DOWNTIME.”

20. The 8 Wastes
DOWNTIME is an acronym for the 8 Wastes

21. Once Waste Is Identified
• What do you do?
• How can you:
• Eliminate?
• Simplify?
• Streamline?
• Minimize?

22. Why DMAIC?
• DMAIC is a methodology for root cause analysis
• DMAIC should be used when:
• there is a problem and the root cause is unknown
• the stakes are high and we need to be absolutely sure the
solution fixes the problem
• a problem exists, solutions have been tried, but the root
cause is still unknown
• DMAIC should not be used when there are some problems
where the root cause and solution are already known

23. • DMAIC is the Six Sigma methodology to
conduct root cause analysis
• Define the problem, process, and
customer(s) of the process
• Measure baseline measurements to
characterize the problem or current state
• Analyze the process; Collect and analyze
casual data to determine the root causes
of Defects
• Improve solutions to remove/reduce
sources of the problem. Confirm
improvement w/ data
• Control by maintaining the gains with
documentation and monitoring the
improved process
DMAIC Methodology

24. DMAIC Roadmap
Here is a high level roadmap of DMAIC:
Define Measure Analyze Improve Control

25. Start Improving Today.
View the interactive version of this White Belt Training at:
http://wb.goleansixsigma.com
Register For Your
Lean Six Sigma White Belt Certification