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5 easy ideas for Six Sigma Green Belt project – How to make it?

Are you looking for ideas, and tools to be used in your early green belt projects? I have prepared 5 different examples from different type of areas and departments.

This article covers:

Criteria for DMAIC Green belt project

Green belt project selection – calculator.

What should be your improvement goal?

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First 30 minutes of consultation for free, every additional 1 hour 10 USD.

green belt project examples manufacturing

Let me share with you criteria for first DMAIC green belt projects, prior we jump into project examples. You are new in Six Sigma. I recommend to start with something easy, simple, like always with starting something new. It is like starting learning new language. You start with simple words at the beginning, and not complicated sentences, right?

How to use Project charter? (+template) read here

I recommend you testing project idea on project calculator, I have developed based on my training experiences. It will help you to determine, how demanding leading project will be for you.

Selection tool downolad

You can download selection tool on the link below:

I do videos, blog posts, and all templates for free, in my free time. I will appreciate if you can donate me a cup of cofee, for more energy in my creation. (1 dollar counts, too 😉 Click on this link: I would like to support Erik in his effort

22 Green Belt certification prices review – read here

1) Green belt project example – 5S organization

Project 1 is recommendation for production oriented projects. And it is 5S organization in common cabinet, or worktable. By having tools and equipment on the right place can save up to 30% of the time. Specially, when several people are sharing it. Try measure, or estimate this time for your case.

Key tool to be used is 5 S method. Where you sort material in the first step. This is the most difficult. People are used to store material, tools, that are never, or very seldom used.

Following steps are easier. In set in order phase, you identify place, where material that left after sorting will be placed. Shine phase helps is about cleaning from dust, chips, dirt and so on. In standardization, Each equipment and material have special place identified. In sustaining phase you set rules to be followed during or by the end of the shift.

Pareto Rule – 5 examples (+template) – read here

I provide 30 minutes of consultations for free:

Here is a link to download project charter template for your usage, with the brief description of each section.

2) Green belt project example – Layout organization

Project 2 is production oriented too – layout organization. Choose small area, like one worktable, machine, or work cell and try to improve access to required material. People can walk several miles per day to fulfill they work. That is not efficient and it is time consuming. If you move key material close to they´re area, you can eliminate waste of waiting, or transporting.

Great tool to be used here is spaghetti diagram. Start with understanding current status with measuring actual meters, or time spent during walking. Than develop ideal layout with your team. Compare new status with previous after implementing changes.

A3 report template

Great tool to report out your project progress:

To download entire A3 report template –click on the link below

3) Green belt project example – in the Warehouse

Project 3 – warehouse / storage organization. It can be shelf, or cabinet fill optimization. You can try to reduce material volumes here. It is material, that is indirect. Like optimizing number of machining tools. Or lowering any other material volumes. This optimization will have direct impact on financial result. You can have less material on hand with process still working ideally.

Key here is to define minimum and maximum required volumes per each material. And you can determine it based on historical consumptions, or predictions based on future demand. Than visualize those limits inside cabinet. It will be obvious to any Supplier, or user if there is optimum material on hand.

DMAIC example in the Warehouse – read here

4) Green belt project example – Planning / Scheduling

Project 4 – Planning or scheduling improvement. This project example is more for office oriented projects. Releasing parts to production is important for the rest of the process. Try to understand how releasing could be done better. How this process is influencing others and how you could do it better, easier. Try to identify wastes slowing down your process. It can be long walk to the printer. It can be too many papers you are printing out. Is there a way to optimize it?

Good tool, that can help you with this is process mapping. Map current process as it works first. Then put on paper your ideal future map. And create a plan how to reach it.

DMAIC example in the office – read here

5) Green belt project example – in Engineering

Project 5 –improvement in Engineering. Engineers are responsible for many processes. Your project can be to develop flow charts for those processes. If flow charts already exists, you can review them and do an update to be actual. Another idea can be process instructions actualization. Or simplification. Choose limited number of instructions, and try to simplify it as much as possible.

Tool you can use to understand what to improve is Voice of customer and SIPOC . By using them you can understand gaps in the process you are trying to improve.

SIPOC template downolad

If you are interested, you can dowload SIPOC on the link below. This is how it looks like:

And here is promised link:

Voice of customer template

I have prepared a template you can download for free and use. Do not hesitate to use it as a Voice of the business template.

There are two lists in this excel spread sheet. First one is for your preparation. Second is for customers. You can print it or send it electronically. As you need.

I suggest to keep questionaire easy to understand and fill. Use maximum 5 rating questiions. Two open question max. One for positive, one for negative feedback.

How to perform Voice of the customer? (+template) -read here

My last advice prior ending this article.

Whatever improvement you do, even it will be 20% improvement is great sucess.

Remeber, you just started with leading projects. Do not have extra high expectations. Even a small improvement is great, and helpful. Try to learn tools by using them, and improve your processes step by step. Result will come, and will surprise you and your teammates.

Do not forget to visit and subscribe my YouTube channel . I am uploading Six Sigma, Lean and Project oriented videos regurarly. So, stay tuned.

Yours sincerely Erik.

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Top Six Sigma Green Belt Projects

Green Belts are in many ways the worker ants of the Six Sigma colony . You can use them for just about anything, including Six Sigma project work. Just received your Six Sigma Green Belt certificate? Well, remember, not all projects turn out to be good ideas when in practice. Do yourself a favor and follow our advice as we look at our top Green Belt projects ideas.

What Makes a Green Belt Project?

Many people ask us what goes into a great Green Belt project, and it’s important to know the answer. Before selecting your next Six Sigma project, Green Belts should know what makes their work unique. So how do we recognize a great Green Belt project? Well, first of all, ensure your project is feasible for at least three months. It’s no good starting a project only for it to fall apart soon after. By targeting the issues that are just right, i.e. not too complex, nor too minor, your project has the best chance of success. Your project needs to be able to sustain you for a do-able period. Otherwise, productivity will start to lag. Below are some of our top Green Belt project ideas.

Learn more about our Six Sigma Green Belt training

Process Improvement Projects

Green Belts often deal with data to predict customer demand and identify process issues. Process improvement or problem-solving projects allow Green Belts to flex their analytical skills. Imagine you have an inefficient production system that you want to improve, but can’t find the root cause. A Green Belt project could target this issue to identify the underlying problem. By analyzing the process to see how it works, Green Belts can quickly identify causes of concern, such as redundant process stages.

Quality Improvement Projects

Quality is everything in Six Sigma. By reducing variation, Green Belt projects can make dramatic changes to your business success. Six Sigma’s aim is to achieve only 3.4 defects per million, which equates to a higher than 99% quality. You could find yourself with a substandard batch of phones fresh off the manufacturing floor. One batch could soon turn into several without proper attention. Green Belt project teams use techniques like root cause analysis and affinity diagrams to trace one issue to the next. This allows them to determine the root cause of the issue so you can act on it. You can then either change suppliers or source better quality parts, which means greater overall product quality. Greater quality leads to positive customer satisfaction which also ensures continued loyalty and profit.

Innovation Projects

Leveraging data to predict customer demand forms one of many Green Belt responsibilities. You can direct your Green Belt projects toward changing existing products to suit customer needs or starting from scratch. Green Belts regularly incorporate Lean principles into their work, allowing them to monitor and manipulate supply chains. This allows you to predict future demand and satisfy customer needs before the customer even knows what those needs are. You could base your Green Belt project around the creation of innovative new products that will extend your market reach. Using Six Sigma and Lean techniques, Green Belts can help your company attract customers who were previously out of reach.

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How to choose your Lean Six Sigma Green Belt projects wisely

When you decide to embark on an organisational programme of continual improvement using Lean Six Sigma tools and methods, you need to take a number of factors into account. These factors are crucial to gain the necessary step changes in process performance.

Whilst most argue it's simply good business sense to put a large focus on project selection, many organisations and stakeholders overlook the importance of this stage in their rush to get people trained and active. This often results in ill-conceived projects that constantly undergo major re-scoping or redefinition – leading over time to the abandonment and disillusionment amongst participants.

To avoid this, Project Champions, Sponsors, Green or Black Belt Project Leaders and other major stakeholders need to thoroughly discuss the ‘what, where, who and when of each potential project as early as possible. In doing so, the ‘how’ and using DMAIC as the chosen route forward becomes apparent and sets in motion a fully supported project.

It should be noted, however, that these early discussions focusing on robust project identification do not replace the Define Phase of DMAIC. Each project still needs to be further characterised and then formally documented through some form of Project Charter. Building in a Project Identification Phase (or process) helps however to ensure all your efforts are concentrated on the business areas and organisational drivers that matter most.

Initial project selection: Important questions and areas for discussion

Andrew Slaney is a Principal Consultant, as well as a coach and trainer in Business Improvement techniques and Lean Six Sigma at BSI. Based on 15 years' experience, he recommends a number of useful questions and areas for discussion all Champions, Sponsors and Belts should consider. By following this checklist, you'll ensure the key considerations of any potential DMAIC improvement project has been taken into account right from the start. The key DMAIC project considerations include benefits, strategic link (or business priority), scope, measures and the ability to introduce ongoing process control.

What are the potential benefits and opportunities of undertaking this proposed piece of work?

What is the gap you're looking to close or deficiency you're trying to remove between the current state process and where you want it to be?
If you succeed and close this gap what will be the gains? This is usually expressed as a monetary value, or possible savings, as well as enhancements to operational measures associated with the process.
Does the above monetary figure surpass any hurdle rate (payback value) that the organisation has mandated for Lean Six Sigma activities, or for that matter, the selection of business projects in general? If not, will the project work be supported?
Are there any other benefits that may be less tangible or less easy to quantify financially and that need to be considered and documented?
Are there any higher value, more straightforward, or urgent problems, issues or potential projects you should concentrate on first before undertaking this piece of work?

Does this piece of work have a strategic link?

Do you understand the strategic goals of the business and how the leadership team intend to leverage Lean Six Sigma or other related programmes in order to deliver these goals?
Does this operational improvement idea have a clear link with the business' strategic goals and does the management team agree?
What matters most to the business at this time? Cost reduction, cost of poor quality improvements, increased customer satisfaction, time to market etc.?
What impact will this potential piece of work have on the above and any other important metrics that are components of the corporate scorecard?
Does this potential project link with any additional improvement activities currently taking place and is there any risk of task duplication?

Has this potential project been reasonably scoped and is it a suitable size?

Would you describe the potential project as a mess 1 , or difficulty/problem 2 ?
If the project is a mess, can you turn it into a difficulty/problem before progressing the work (see R. Ackoff, Soft Systems Methodology) 3 ?
Is the potential project being considered here too big, too complex, too resource or data hungry? Does it need to be broken down further into multiple smaller scope pieces of work?
Are the benefits of this potential project too small, or the scope too narrow to justify progressing it as a Belt project? Or is the answer obvious, requiring a 'Just Do It' solution?
Is the issue causing concern here a recurring one? If it's not, why are you looking at this as a potential Lean Six Sigma project?

Have or can you put any suitable measures in place?

What data is currently collected for the candidate process to be studied and what information (even at a high level) suggests a problem in the first place?
What measurement systems are already in place and are they suitable and trustworthy? Upgrading measurement systems can become a major element of any project if the integrity of key data cannot be confirmed in the Measure Phase.
If you don't currently collect the required data, will you be able to once you begin the proposed piece of work? Think – accessible technology, process availability and resources that might be required (human and otherwise).
Is the problem only sporadic and can you adequately measure and quantify the issues? If not, is the Lean Six Sigma DMAIC approach the best way forward?

Do you have control of the process?

Will you have access to the candidate process to be studied for the likely duration of this potential project, particularly if external stakeholders or suppliers and their facilities are involved?
Will you be able to access the required data for the duration of this potential project if it is not internally generated?
Are you empowered to make the necessary changes to improve the process once solutions become clear, particularly if you can foresee a potential need for capital investment?
Are there any other factors that will inhibit your progress? Have you looked at any possible risks and considered your assumptions well (e.g. required resources –financial, human, technological or otherwise, possible changes in business needs etc.)?

These questions should serve as a pragmatic list of ideas that can prompt discussions to help those involved in Lean Six Sigma programmes to choose and develop practical DMAIC projects.

By choosing your Lean Six Sigma projects wisely, and aligning them to the business, its stakeholders and the organization's overall improvement strategy, you'll reap rewarding results.

To find out more, please contact us on +44 (0)1908 814528 , or visit our Lean Six Sigma page here .

1 Definition of a mess:

This will likely need further unpacking and scoping prior to DMAIC.
A mess is made up of a complex network of problems and opportunities that are viewed differently by different stakeholders. The issue(s) involved are difficult to describe and quantify.
Many improvements are needed in order to satisfy different facets of the problem(s) and the route forward is not clear, i.e., you know something is wrong, but can't say what.
Improvements typically take the form of multi-component activities with many interactions being present. The sum of the parts does not add to the whole.
A judgement has to be made about whether or not an improvement has been made. This will depend on the perspective of the various stakeholders individually.

2 Definition of a difficulty/problem:

This may a suitable DMAIC project
A difficulty/problem is generally viewed identically by all stakeholders. It is well understood in terms of the less than desirable outcomes, although the cause may not be known (and in the case of DMAIC project causes won't at the beginning be known).
Improvements made to a difficulty/problem are relatively easy to identify and describe. The logic (cause and effect) of how they came about can be shown.
Any improvements will be generally agreed upon by most stakeholders and from most perspectives.

3 For more information on Ackoff's Soft Systems Methodology , visit: http://intel.harriman-house.com/business/messes-problems-and-puzzles/

The DMAIC Framework
Lean Six Sigma Project Examples in Manufacturing
Lean Six Sigma Project Examples in Healthcare
Lean Six Sigma Project Examples in Finance
Lean Six Sigma Project Examples in Retail
Lean Six Sigma Project Examples in Logistics and Supply Chain
Lean Six Sigma Project Examples in Environmental, Health, and Safety (EHS)
Lean Six Sigma Project Examples in Technology
Lean Six Sigma Project Examples in Oil & Gas
Lean Six Sigma Project Examples in Services
Lean Six Sigma Project Examples in Education
Lean Six Sigma Project Examples in Government
Lean Six Sigma Project Examples in Major Capital Projects
What is Lean Six Sigma?
What is Lean Six Sigma Training?

107+ Best Lean Six Sigma Project Examples and Ideas

Lean Six Sigma projects are designed to improve the efficiency and productivity of an organization by identifying and eliminating waste. It is therefore not surprising that Lean Six Sigma project examples are a way of providing inspiration and business improvement ideas on how Lean Six Sigma can be applied in many different industries.

Lean Six Sigma is often used in production, service, quality management, manufacturing, engineering, or design processes. Lean Six Sigma projects can be found across multiple industries including Manufacturing, Healthcare, Finance, Government, Retail, Logistics and Supply Chain, Technology, EHS (Environmental, Health, and Safety), Oil & Gas, Mining, Services, Construction, and Engineering, Human Resources.

Lean Six Sigma has been used to improve a variety of processes in different industries. Below is a list of common and best Lean Six Sigma project examples or business ideas in each industry. Although comprehensive, it is by no means a complete list as more and more applications of Lean Six Sigma are discovered and implemented almost daily.

These types of process improvement projects follow a specific methodology that includes five phases: Define, Measure, Analyze, Improve, and Control (DMAIC). The goal of a Lean Six Sigma project is to improve the process and eliminate any waste which is typically completed through these five phases of DMAIC.

DMAIC projects are typically facilitated by a Lean Six Sigma Green Belt or by the more advanced Lean Six Sigma Black Belt for more complex and cross-functional projects. A Lean Six Sigma Yellow Belt, on the other hand, is usually one that supports the Green Belt or Black Belt in data analysis and process documentation for these process improvement or continuous improvement projects. Additionally, a Master Black Belt serves as a coach and advisor to the process improvement team and stakeholders.

Lean Six Sigma project examples in manufacturing are often undertaken in order to improve the efficiency and quality of manufacturing operations.

Some of the more common goals of Lean Six Sigma projects in manufacturing include reducing waste, improving yields, and reducing cycle times.

Lean Six Sigma projects manufacturing can be used to improve any aspect of manufacturing operations, from production planning and scheduling to quality control and product delivery.

Here are some Lean Six Sigma project examples in manufacturing.

1. Improving the quality of products produced

This Lean Six Sigma project is designed to improve the quality of products produced by a manufacturing company. It involves the use of Lean Six Sigma tools and techniques to identify and eliminate causes of defects in products.

2. Reducing scrap and rework

This Lean Six Sigma project is designed to reduce scrap and rework in a manufacturing company. It involves the use of Lean Six Sigma tools and techniques to identify and eliminate causes of defects in products.

3. Reducing inventory levels

Lean Six Sigma can be used to reduce inventory levels by improving the efficiency of the production process. This can help to free up space in the warehouse and reduce the cost of inventory.

4. Reducing cycle times

Lean Six Sigma can be used to reduce cycle times by improving the efficiency of the production process. Lean Six Sigma techniques can be used to identify and eliminate waste in the production process.

5. Reducing customer complaints

Lean Six Sigma can be used to reduce customer complaints by improving the quality of the products and services offered by a company. Lean Six Sigma techniques can be used to identify and eliminate the causes of defects in products and processes.

6. Improving production efficiency

Lean Six Sigma can be used to improve production efficiency by reducing the amount of time it takes to produce goods or services. Lean Six Sigma techniques can be used to identify and eliminate waste in the production process.

7. Improving equipment reliability

Lean Six Sigma can be used to improve equipment reliability by improving the efficiency of equipment maintenance and repair. Lean Six Sigma techniques can be used to identify and eliminate waste in the maintenance process.

8. Reducing the amount of waste in the production process

Lean Six Sigma can be used to reduce the amount of waste in the production process by improving the efficiency of the production process. Lean Six Sigma techniques can be used to identify and eliminate waste in the production process.

9. Improving worker safety

Lean Six Sigma can be used to improve worker safety by identifying and eliminating unsafe working conditions in the production process. This can help to prevent injuries and improve worker morale.

Lean Six Sigma project examples in healthcare are often undertaken in order to improve the quality of healthcare services.

Some of the more common goals of Lean Six Sigma projects in healthcare include reducing patient wait times, improving patient satisfaction, and reducing medical errors.

Lean Six Sigma projects in healthcare can be used to improve any aspect of healthcare services, from registration and scheduling to patient care and billing.

Here are some Lean Six Sigma project examples in Healthcare:

1. Improving patient flow through the hospital.

Improving patient flow through the hospital is important for ensuring proper care. As patients move from one location to another, they can encounter various bottlenecks that lead to avoidable delays.

2. Reducing the time patients spend in the emergency room

The goal of this project is to reduce the time patients spend in the emergency room, which means that more people will be able to get emergency care.

3. Improving patient satisfaction

One of the most important goals of Lean Six Sigma is to improve patient satisfaction. Lean Six Sigma projects can be used to improve all aspects of the patient experience, from registration and scheduling to care and billing. Lean Six Sigma can help organizations meet this goal.

4. Reducing medical errors

One of the main goals of Lean Six Sigma is to reduce medical errors, which can lead to serious injuries or even death. Lean Six Sigma can help organizations achieve this goal.

5. Improving the accuracy of billing

Another goal of Lean Six Sigma is to improve the accuracy of billing. Lean Six Sigma can help organizations achieve this goal.

6. Improving communication between doctors and patients

Doctors and patients need to be able to communicate effectively in order for patients to receive the best care. Lean Six Sigma can help organizations improve communication between doctors and patients.

7. Reducing the time it takes to process insurance claims

Processing insurance claims can be a time-consuming task. Lean Six Sigma can be used to reduce the time it takes to process insurance claims.

8. Improving the efficiency of the registration process

The goal of this Lean Six Sigma project is to improve the efficiency of the registration process. Lean Six Sigma can help organizations achieve this goal.

9. Improving the accuracy of patient data

Patient data is important for ensuring that patients receive the correct treatment. Lean Six Sigma can help organizations improve the accuracy of patient data.

Some of the more common goals of Lean Six Sigma projects in finance include reducing costs, improving cash flow, and increasing profits.

Lean Six Sigma projects in finance can be used to improve any aspect of financial operations, from Accounts Payable and Accounts Receivable to Treasury and Investment Management.

Here are some Lean Six Sigma project examples and ideas in finance.

1. Improving customer service for banking customers

Customer service is important for banks because a bad experience can deter customers from returning. Lean Six Sigma can help banks to improve their customer experience.

2. Reducing the time it takes to process a loan

Processing a loan can be time-consuming, and it’s important for banks to make sure that the process is as quick and efficient as possible. Lean Six Sigma can help to streamline the process and reduce the amount of time it takes to process a loan.

3. Improving accuracy in financial reporting

Accurate financial reporting is essential for any financial institution. Lean Six Sigma can help to ensure accuracy in financial reporting by improving the accuracy of data collection and analysis.

4. Reducing the amount of time it takes to process a transaction

Processing a transaction can take a long time, especially if there are multiple steps involved. Lean Six Sigma can help to reduce the amount of time it takes to process a transaction by streamlining the process and eliminating unnecessary steps.

5. Improving cash flow

Cash flow is essential for businesses, and Lean Six Sigma can help to improve cash flow by reducing costs and improving efficiency.

6. Reducing the amount of money that is wasted on inefficient processes

Wasted money is bad for businesses, and Lean Six Sigma can help to reduce the amount of money that is wasted on inefficient processes.

7. Improving the accuracy of financial data

The accuracy of financial data is essential for making sound financial decisions. Lean Six Sigma can help to improve the accuracy of financial data by ensuring that data is collected and analyzed accurately.

8. Improving the efficiency of financial operations

Efficient financial operations are essential for businesses. Lean Six Sigma can help to improve the efficiency of financial operations by streamlining processes and eliminating waste.

9. Reducing the amount of time it takes to process an invoice

Processing an invoice can take a long time if there are multiple steps involved. Lean Six Sigma can help to reduce the amount of time it takes to process an invoice by streamlining the process and eliminating unnecessary steps.

Some of the more common goals of Lean Six Sigma projects in retail include reducing inventory levels, improving checkout times, and increasing customer satisfaction.

Lean Six Sigma projects in retail can be used to improve any aspect of retail operations, from merchandise procurement and stocking to sales and customer service.

Here are some Lean Six Sigma project examples and ideas in Retail:

1. Improving checkout times

Lean Six Sigma can help improve checkout times by streamlining the checkout process and reducing the amount of time customers have to wait in line. This can make it easier for customers to get in and out of the store quickly.

2. Reducing the time it takes to process a return

Lean Six Sigma can help reduce the time it takes to process a return by improving the efficiency of the processing steps. This can save customers time and hassle when returning merchandise.

Lean Six Sigma can help reduce inventory levels by improving the efficiency of stock management processes. This can free up space in the store and make it easier for customers to find what they need.

4. Increasing customer satisfaction

Lean Six Sigma can help increase customer satisfaction by improving the quality of customer service. This can include reducing the time it takes to respond to customer inquiries, providing better merchandise information, and more.

5. Improving store layout

Lean Six Sigma can help improve store layout by making it easier for customers to find what they need and navigate the store. This can make it more likely that customers will find what they need and make a purchase.

6. Reducing the time it takes to restock shelves

Lean Six Sigma can help reduce the time it takes to restock shelves by improving the efficiency of the stocking process. This can free up time for employees to do other tasks and make it easier for customers to find what they need.

7. Improving the accuracy of price tags

Lean Six Sigma can help improve the accuracy of price tags by streamlining the pricing process and making it more accurate. This can save customers time and frustration when shopping in the store.

8. Reducing the time it takes to process a customer order

Lean Six Sigma can help reduce the time it takes to process a customer order by improving the efficiency of the ordering process. This can make it easier for customers to get their orders filled quickly and efficiently.

9. Reducing shrinkage

Lean Six Sigma can help reduce shrinkage by improving the accuracy of inventory management processes. This can free up space in the store and make it less likely that products will be stolen or damaged.

Lean Six Sigma projects in logistics and supply chain are aimed at improving the efficiency and productivity of these vital business operations.

By using the Lean Six Sigma methodology, companies can streamline their processes, reduce waste, and improve customer satisfaction.

Some of the most common goals of Lean Six Sigma projects in logistics and supply chains include inventory management, order fulfillment, transportation management, and supplier management.

Here is a list of Lean Six Sigma project examples in Logistics & Supply Chain:

1. Reducing inventory levels in the supply chain

Inventory is one of the biggest drains on resources in a supply chain. Lean Six Sigma can help to reduce inventory levels by improving the accuracy of stock forecasts and streamlining the ordering process.

2. Improving order fulfillment times

Order fulfillment times are a critical metric for companies that depend on timely delivery of products to customers. Lean Six Sigma can help to optimize the order fulfillment process, ensuring that products are delivered as quickly as possible without compromising quality or customer satisfaction.

3. Developing a lean supply chain

A lean supply chain is one in which all processes are streamlined to minimize waste and maximize efficiency. Lean Six Sigma can help companies to develop a lean supply chain by identifying and eliminating redundant or non-value-added steps in the process.

4. Improving supplier performance

Supplier performance is a critical factor in the success of any business. Lean Six Sigma can help to improve supplier performance by streamlining the process of ordering and delivering goods and services. This can lead to increased efficiency and reduced costs for both the supplier and the customer.

5. Improving supplier performance

6. implementing a transportation management system.

A transportation management system (TMS) is a critical component of any effective logistics operation. Lean Six Sigma can help to implement a TMS by streamlining the process of selecting and booking transportation services. This can lead to reduced costs and improved efficiency in the transportation process.

7. Developing a reverse logistics process

Reverse logistics is the process of returning goods to suppliers after they have been sold to customers. Lean Six Sigma can help to develop a reverse logistics process by streamlining the returns process and improving communication between suppliers and customers.

8. Improving the accuracy of stock forecasts

Accurate stock forecasts are essential for companies that need to maintain a lean inventory. Lean Six Sigma can help to improve the accuracy of stock forecasts by identifying and eliminating inaccuracies in the data. This can lead to reduced inventory levels and improved efficiency in the supply chain.

9. Improving communication among supply chain partners

Communication is essential for the smooth operation of a supply chain. Lean Six Sigma can help to improve communication among supply chain partners by developing standard processes and protocols for communication. This can lead to improved efficiency and reduced costs in the supply chain.

Lean Six Sigma project examples are found in a variety of industries and businesses, but what they all have in common is the goal of improving efficiency and productivity.

In the case of Lean Six Sigma projects in environmental, health, and safety (EHS), this usually means reducing waste and improving compliance with safety regulations. Some Lean Six Sigma project examples in the EHS field include:

1. Reducing hazardous waste emissions from the manufacturing process

Manufacturing facilities often produce hazardous waste emissions as a result of their production processes. Lean Six Sigma can help to reduce these emissions by identifying and eliminating sources of waste. This can lead to improved environmental performance and compliance with regulatory requirements.

2. Improving safety in the workplace

Workplace injuries can be costly for businesses, both in terms of the financial costs of injuries and the loss of productivity caused by workers being out of work. Lean Six Sigma can help to improve workplace safety by identifying and eliminating hazards in the workplace. This can lead to reduced injury rates and improved worker productivity.

3. Reducing the time it takes to process an incident report

When an incident occurs, it is important to have a process in place for quickly and efficiently documenting the event. Lean Six Sigma can help to improve the speed and accuracy of incident reporting by streamlining the documentation process. This can lead to reduced response times and improved safety performance.

4. Developing new safety procedures

It is important to have up-to-date safety procedures in place that reflect the latest safety regulations. Lean Six Sigma can help to develop new safety procedures by identifying and addressing areas where improvements can be made. This can lead to improved safety performance and compliance with regulatory requirements.

5. Reducing environmental impact

Businesses can reduce their environmental impact by implementing Lean Six Sigma processes. Lean Six Sigma can help businesses to identify and eliminate waste products and emissions, which can lead to reduced environmental impact.

6. Improving energy efficiency

Lean Six Sigma can help businesses to improve their energy efficiency by identifying and eliminating sources of wasted energy. This can lead to reduced energy costs and a smaller carbon footprint.

8. Reducing the time it takes to complete safety audits

Safety audits are an important part of ensuring compliance with safety regulations. Lean Six Sigma can help to reduce the time it takes to complete safety audits by streamlining the auditing process. This can lead to improved safety performance and compliance with regulatory requirements.

9. Improving emergency response times

When an incident occurs, it is important to have a rapid response process in place. Lean Six Sigma can help to improve emergency response times by streamlining the response process. This can lead to reduced response times and improved safety performance.

Lean Six Sigma project examples in technology are aimed at improving the efficiency and productivity of technology-based processes.

In many cases, these projects focus on reducing or eliminating waste in order to improve the quality and speed of production.

Some common goals of Lean Six Sigma projects in technology include improving customer satisfaction, reducing cycle time, and increasing output.

Here is a list of Lean Six Sigma project examples in Technology:

1. Reducing the time it takes to develop a new software product

The development of new software products can be a time-consuming and expensive process. Lean Six Sigma can help to reduce the time it takes to develop new software products by identifying and eliminating waste in the development process.

2. Improving the quality of software products

Software products that do not meet customer expectations can be costly and frustrating for customers. Lean Six Sigma can help to improve the quality of software products by identifying and eliminating defects in the product development process.

3. Reducing the time it takes to respond to customer support requests

When customers have problems with a product, they often need assistance from customer support. Lean Six Sigma can help to reduce the time it takes to respond to customer support requests by identifying and eliminating waste in the customer support process.

4. Simplifying the user interface of software products

The user interface of a software product is the part of the product that the user interacts with. Lean Six Sigma can help to simplify the user interface of software products by identifying and eliminating waste in the user interface design process.

5. Reducing the time it takes to respond to customer complaints

When customers have problems with a product, they often need assistance from customer support. Lean Six Sigma can help to reduce the time it takes to respond to customer complaints by identifying and eliminating waste in the complaint handling process.

6. Improving the efficiency of software testing processes

Software testing is a critical process in the software development cycle. Lean Six Sigma can help to improve the efficiency of software testing processes by identifying and eliminating waste in the software testing process. This can lead to improved quality and speed of software testing.

7. Reducing the cost of technology operations

Technology operations can be a major expense for many organizations. Lean Six Sigma can help to reduce the cost of technology operations by identifying and eliminating waste in the technology operations process. This can lead to improved efficiency and reduced costs.

8. Improving the accuracy of data entry

Data entry is a critical process in many organizations. Lean Six Sigma can help to improve the accuracy of data entry by identifying and eliminating waste in the data entry process. This can lead to improved accuracy and speed of data entry.

9. Reducing the time it takes to respond to customer inquiries

When customers have questions about products they have purchased, they often need assistance from customer support. Lean Six Sigma can help to reduce the time it takes to respond to customer inquiries by identifying and eliminating waste in the inquiry handling process. This can lead to improved customer satisfaction and reduced costs.

Lean Six Sigma Project Examples in Oil & Gas

Lean Six Sigma project examples in the oil and gas industry are commonly undertaken to improve efficiency and productivity.

Some of the most common goals of Lean Six Sigma projects in oil & gas include reducing cycle time, improving process flow, eliminating waste, optimizing resources, and reducing operating costs.

Lean Six Sigma Project Examples within the Oil & Gas Industry include:

1. Reducing the time it takes to drill a new well

Drilling a new well can be a costly and time-consuming process. Lean Six Sigma can help to reduce the time it takes to drill a new well by improving the accuracy of planning and scheduling, and by eliminating waste from the drilling process.

2. Reducing emissions from refineries

Refineries are large industrial complexes that produce a range of products, including gasoline, diesel fuel, and heating oil. Lean Six Sigma can help to reduce emissions from refineries by improving the efficiency of production processes and eliminating waste.

3. Improving safety in offshore oil rigs

Offshore oil rigs are hazardous workplaces, and ensuring the safety of workers is a top priority. Lean Six Sigma can help to improve safety in offshore oil rigs by eliminating unsafe practices and behaviors, and by improving communication and coordination between workers.

4. Decreasing costs per barrel through improved operational efficiencies

Lean Six Sigma projects can lead to decreased costs per barrel through improved operational efficiencies. In order to achieve this, the focus of the Lean Six Sigma project should be on improving the efficiency of the production process.

6. Increasing production output from oil wells

Oil wells often have a limited production capacity. Lean Six Sigma can help to increase production output from oil wells by improving the efficiency of production processes. This can lead to increased revenue and improved profitability for the company.

8. Reducing the amount of water used in hydraulic fracturing

Hydraulic fracturing is a process used to extract natural gas and oil from shale rock formations. Lean Six Sigma can help to reduce the amount of water used in hydraulic fracturing by improving the efficiency of the process. This can lead to reduced costs and improved environmental performance.

9. Optimizing oil and gas production

Lean Six Sigma projects can also be undertaken to optimize oil and gas production. This can be done by improving the efficiency of production processes and eliminating waste.

Lean Six Sigma project examples in service industries are often undertaken in order to improve the quality of service operations.

Some of the more common goals of Lean Six Sigma projects in service industries include reducing customer wait times, improving customer satisfaction, and reducing staff turnover.

Lean Six Sigma Project Examples within the Services industry include:

1. Streamlining the customer service process

Lean Six Sigma can help to streamline the customer service process by improving the efficiency of workflows and eliminating waste. This can lead to shorter wait times for customers and improved customer satisfaction.

2. Reducing the time it takes to process orders

Lean Six Sigma can help to reduce the time it takes to process orders by improving the efficiency of workflows and eliminating waste. This can lead to faster turnaround times for customers and improved customer satisfaction.

3. Improving the accuracy of order processing

Lean Six Sigma can help to improve the accuracy of order processing by improving the efficiency of workflows and eliminating waste. This can lead to fewer errors in order processing and improved customer satisfaction.

4. Reducing the amount of time it takes to resolve a customer complaint

Lean Six Sigma can help to reduce the amount of time it takes to resolve a customer complaint by improving the efficiency of workflows and eliminating waste. This can lead to faster resolution times for customers and improved customer satisfaction.

5. Improving the response time to customer inquiries

Lean Six Sigma can help to improve the response time to customer inquiries by improving the efficiency of workflows and eliminating waste. This can lead to faster response times for customers and improved customer satisfaction.

6. Reducing the cost of doing business

Lean Six Sigma can help to reduce the cost of doing business by improving the efficiency of workflows and eliminating waste. This can lead to reduced costs for the company and improved customer satisfaction.

7. Improving employee productivity

Lean Six Sigma can help to improve employee productivity by improving the efficiency of workflows and eliminating waste. This can lead to improved employee satisfaction and reduced costs for the company.

8. Reducing the amount of time it takes to complete a task

Lean Six Sigma can help to reduce the amount of time it takes to complete a task by improving the efficiency of workflows and eliminating waste. This can lead to improved employee satisfaction and reduced costs for the company.

9. Reducing the amount of time it takes to fill out a form

Lean Six Sigma can help to reduce the amount of time it takes to fill out a form by improving the accuracy of order processing and reducing the number of defects in products. This can lead to improved customer satisfaction.

Lean Six Sigma’s goals for the education industry include increased learning, improved retention rates, elimination of waste, decreased costs, and improved customer satisfaction.

Lean Six Sigma can help schools and universities achieve these goals by improving process flow, eliminating waste, and improving communication.

Lean Six Sigma project examples in education can also improve the quality of education by identifying and correcting common problems such as poor teaching methods or low student achievement. Lean Six Sigma is a valuable tool for educators and can help improve the quality of education.

Some common Lean Six Sigma project examples in education are:

1. Reducing the time it takes to process enrollment applications

The time it takes to process enrollment applications can be reduced by Lean Six Sigma. This can lead to improved efficiency and productivity in the enrollment process.

2. Improving communication among educators

Communication among educators can be improved through Lean Six Sigma. This can lead to improved efficiency and productivity in the educational process.

3. Enhancing teacher productivity

Through Lean Six Sigma, teachers can become more productive and efficient in the educational process. This can lead to improved student achievement.

4. Improving the efficiency of the education system

Lean Six Sigma can help improve the efficiency of the education system by improving process flow and eliminating waste.

5. Improving student retention rates

Lean Six Sigma can help improve student retention rates by improving the learning process and eliminating waste. Lean Six Sigma can help identify and correct common problems such as poor teaching methods or low student achievement..

6. Increasing the efficiency of online learning platforms

The efficiency of online learning platforms can be increased by Lean Six Sigma by identifying and eliminating non-value-added activities. This can lead to improved efficiency and productivity in the online learning process.

7. Reducing the cost of student housing

The cost of student housing can be reduced by Lean Six Sigma. This can lead to improved efficiency and productivity in the student housing process.

8. Reducing the cost of foodservice

The cost of food service can be reduced by Lean Six Sigma. This can lead to improved efficiency and productivity in the food service process.

9. Improving the quality of library services

Lean Six Sigma can help improve the quality of library services by eliminating waste. Lean Six Sigma is a valuable tool for educators and can help improve the quality of online education.

Lean Six Sigma projects are commonly used in government organizations to improve process efficiency and productivity.

In many cases, the business case for these belt projects is aimed at reducing waste and improving customer service. Some of the most common goals of Lean Six Sigma projects in government include improving processes and workflow, communication among employees and departments, and efficiency of services offered to citizens.

Here are some Lean Six Sigma project examples and ideas in Government:

1. Streamlining the process for obtaining a passport

Passport applications can be complex, which makes them prone to errors. Lean Six Sigma is the solution for streamlining this process and reducing the number of errors caused by miscommunication between staff members.

2. Reducing the time it takes to approve a visa application

There is often a lot of paperwork involved in the visa application process, which can lead to delays in getting approvals. Lean Six Sigma can help reduce the time it takes to approve a visa application by improving the efficiency of the processing steps.

3. Reducing red tape and bureaucracy in government agencies

One of the main goals of Lean Six Sigma is to reduce waste, and red tape and bureaucracy are classic examples of wasted time and resources in government agencies. Lean Six Sigma can help identify and eliminate these sources of waste, making government operations more streamlined and productive.

4. Improving the accuracy of government data

Lean Six Sigma can help improve the accuracy of government data by ensuring that data is collected and processed in a consistent and efficient manner. This can help reduce the amount of time and money wasted on inaccurate data.

5. Improving communication among government employees

Government employees often need to communicate with each other to complete their work efficiently. Lean Six Sigma can help improve communication among employees by identifying and eliminating communication barriers.

6. Reducing the cost of government projects

Lean Six Sigma can help reduce the cost of government projects by improving the efficiency of project planning and execution. This can save taxpayers money while still achieving the goals of the project.

7. Preventing or reducing corruption in government

Lean Six Sigma is a powerful tool for preventing or reducing corruption in government. By improving process efficiency and communication, Lean Six Sigma can help keep government operations running smoothly and prevent corrupt officials from taking advantage of the system.

8. Reducing the time it takes to approve government contracts

Government contracts can often take a long time to approve, due to the complexity of the approval process. Lean Six Sigma can help reduce the time it takes to approve government contracts by improving the efficiency of the processing steps.

9. Improving customer service for citizens

Lean Six Sigma can help improve customer service for citizens by streamlining processes, reducing wait times, and improving communication with customers. This can make it easier for citizens to get the services they need from government agencies.

Write a short introduction on the use of Lean Six Sigma in major capital projects and the goals of the Lean Six Sigma projects in major capital projects Lean Six Sigma has become an important tool in major capital projects.

The goal of Lean Six Sigma in these projects is to improve efficiency and productivity. Some of the most common Lean Six Sigma project examples in major capital projects include reducing waste, improving quality, and speeding up the delivery process.

1. Reducing the time it takes to plan and execute a major capital project

Major capital projects can take many months or even years to plan and execute. Lean Six Sigma can help to reduce the time it takes to plan and execute a major capital project by improving the efficiency of the planning process.

2. Improving the quality of project plans

Project plans are often inaccurate and incomplete, which leads to delays and cost overruns. Lean Six Sigma can help to improve the quality of project plans by ensuring that they are accurate and complete.

3. Preventing delays and cost overruns

Delays and cost overruns are common problems in major capital projects. Lean Six Sigma can help to prevent delays and cost overruns by improving the efficiency of the project execution process.

4. Improving the safety performance of major capital projects

Major capital projects often have a poor safety record. Lean Six Sigma can help to improve the safety performance of major capital projects by improving the safety management process.

5. Improving the quality of project deliverables

Projects often fail to meet their objectives due to poor quality project deliverables. Lean Six Sigma can help to improve the quality of project deliverables by ensuring that they are accurate and meet the required standards.

6. Improving the communication between stakeholders

Communication is often a problem in major capital projects. Lean Six Sigma can help to improve communication between stakeholders by developing standard communication protocols.

7. Reducing the number of change requests

Change requests are a common source of delays and cost overruns in major capital projects. Lean Six Sigma can help to reduce the number of change requests by improving the efficiency of the project change management process.

8. Reducing the number of defects

Defects are a common cause of project failures. Lean Six Sigma can help to reduce the number of defects by improving the quality of the project deliverables.

9. Reducing the time it takes to complete a major capital project

Major capital projects often take a long time to complete. Lean Six Sigma can help to reduce the time it takes to complete a major capital project by improving the efficiency of the project execution process.

Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste and reducing variation. Lean Six Sigma projects are data driven and use statistical methods to measure and analyze process performance. The Lean Six Sigma methodology consists of five phases: Define, Measure, Analyze, Improve and Control (DMAIC). Lean Six Sigma projects are often initiated to solve a specific problem or improve a process.

The Lean Six Sigma goal is to improve the performance of an organization by reducing waste and improving efficiency. Lean Six Sigma projects are focused on the elimination of non-value added activities (waste) and the reduction of variation in processes.

To successfully execute a Lean Six Sigma project, one must first be trained in the principles of Lean Six Sigma and its methodology.

Lean Six Sigma training is a comprehensive and holistic approach to process improvement that combines lean methodology and Six Sigma tools and techniques. A Certified Lean Six Sigma Master Black Belt is the most typical type of Lean Six Sigma trainer.

The focus of Lean Six Sigma training is on eliminating waste and variation in business processes to improve quality and achieve sustainable results.

The goal of Lean Six Sigma training is to help organizations operate more efficiently and effectively while delivering superior quality products and services to customers.

There are different levels of Lean Six Sigma training, depending on an individual’s role in a company.

The most basic is the “ White Belt ,” which is typically given to employees who are not directly involved in improvement projects, but who need to understand the basics of lean six sigma in order to support those projects.

“ Yellow Belt ” training is for employees who will be taking on some responsibility for improvement projects, but who are not yet ready to lead them.

“ Green Belt ” training is for employees who will be leading improvement projects.

“ Black Belt ” training is for employees who will be teaching lean six sigma to others or who will be working on highly complex improvement projects.

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101 Things a Green Belt Should Know

Published: February 26, 2010 by iSixSigma-Editorial

Green Belts are employees of an organization who have been trained on the Six Sigma improvement methodology and will lead a process improvement team as part of their full-time job. While Green Belts do not need to know as much as Black Belts or Master Black Belts, there are many things a Green Belt should know. This list will help.

You caught me. There are not 101 things a Six Sigma Green Belt should know listed below – yet. The beauty of the iSixSigma community is that everyone is always willing to share thoughts and experiences. Collectively, we can come up with 101 things. Let me know what you think:

Send your bulletized thoughts to iSixSigma editors using our contact form . We promise to review every response and if there is enough agreement, your idea will be added to the list. Let’s make a list of 101 soon!

About the Author

iSixSigma-Editorial

Phases of Green Belt Projects

Read it in 12 Mins

What is a Green Belt Project?

Which Phases Are Involved in Maximum Green Belt Project?

DMAIC VS DMADV

Frequently asked questions (faqs).

Is by Doing

In the 1980s and 1990s, it was common to hear CEOs say things like "don't come to me with concerns... come to me with answers!" in the Financial Services and IT industries. It was never accompanied with a recommendation of a method or procedure for finding the answer, as if simply uttering it would work a miracle and allow us to come up with the perfect solution! This phrase has since become a leadership cliche. If you're comfortable with this leadership style, it shouldn't be an issue; after all, that's what a Green Belt improvement project is designed to do.

Certified Lean Six Sigma Green Belt is a professional who is well-versed in the fundamental to advanced parts of Lean Six Sigma Methodology, who leads improvement projects and/or participates as a team member in more sophisticated improvement projects led by a Certified Black Belt professional. Six sigma green belt certification online will help you get these relevant skills on the go and complete the course at your own pace. A Lean Six Sigma Green Belt certified professional has a full grasp of all components of the Lean Six Sigma Method, as well as subject matter expertise in the Define, Measure, and Analyze, Improve, and Control (DMAIC) phases, as described by the Lean Six Sigma Green Belt Body. A Lean Six Sigma Green Belt knows how to put Lean Six Sigma into practice, perform it, interpret it, and apply it to a business.

It is a project that is centered on continuing to work on a problem in which the solution isn't really known, trying to identify the root cause of the issue, and then designing and implementing solutions to address them prior to actual execution. Such Projects require Green Belts who are full-time personnel who have been trained in the Six Sigma improvement technique and are responsible for leading a process improvement team.

Which Phases Are Involved in Maximum Green Belt Project?

The phases involved in Maximum Green Belt Project are Define, Measure, Analyze, Improve, and Control and are termed together as DMAIC or DMADV .

When we see DMAIC, we see that it is a five-phase method for enhancing a wide range of organizational processes, such as software development, manufacturing, and so on. While this method is often linked with Six Sigma, it can also be used to lean and other process-improvement strategies. DMAIC is a data-driven problem-solving method for identifying and addressing inefficiencies in a process, hence improving its outputs and making these improvements more predictable.

Define, Measure, Analyze, Improve, and Control are the five phases, and the acronym is pronounced as "duh-may-ik."

The DMAIC methodology owes its origins to statistician Walter A. Shewhart's PDSA ("plan, do, study, act") cycle created at Bell Laboratories in the 1930s. However, some of the world's top corporations, including Toyota, Motorola, GE, and Ford Motor Company, have developed the approach as we know it today.

Why the DMAIC Process?

Before we get into the main process, there's one more step that some firms take to determine whether DMAIC is the best solution for their challenges and "Recognize" is the name of this step.

Despite not being strictly part of DMAIC, this step is critical since DMAIC cannot be applied to every case. There are some circumstances in which this technique is a good fit for process improvement. Understanding whether DMAIC is the correct tool for you begins with recognizing the right conditions and selecting the right challenge to solve.

What criteria do you use to assess those circumstances? Here are three vital things to think about:

You can definitively establish if your process can benefit from applying DMAIC after evaluating the above factors.

The Five Phases of DMAIC

The DMAIC method is divided into five phases, each of which is designed to create the framework for process improvement, set goals, track progress, and analyze outcomes. The following are the five phases (along with an explanation of each):

1. Establish a definition

We choose the most significant and impactful possibilities for improvement during this phase. This phase also entails mapping the process, determining the emphasis, scope, and ultimate purpose, as well as determining how the problem affects all stakeholders. Crafting the problem statement is a great approach to get a DMAIC cycle started.

At this point, there are a few more crucial measures to consider:

A productive defined phase assists you in moving forward with clear, well-defined project objectives and a timetable.

2. Measure

The baselines are established to measure a process's performance here. It's tough to measure progress without solid standards to compare against. As a result, we:

Control charts, bar charts, and run charts, among other visual management tools, can help you achieve better outcomes at this stage.

3. Analyze

The purpose of this phase is to discover and test the underlying causes of problems in order to ensure that improvement occurs from the root of the problem.

The following are crucial measures to take at this point:

4. Improve

Now that you've completed the analysis and have the data in hand, it's time to get to work on making changes.

The following actions are included in this stage:

At this point, using improvement management software is beneficial. This facilitates the flow of the process, enables cross-functional cooperation, and allows management and executives to track the progress of a DMAIC project.

5. Control

It's time to put the process under control to ensure its long-term efficacy once the adjustments have been implemented and are effectively resolving the difficulties to enhance your operations.

Here's where you'll:

You can measure the whole impact of process modifications in terms of cost savings, efficiency, quality improvement, productivity boost, and customer satisfaction after the Control phase.

This phase continues until fresh chances for improvement present themselves, at which point the DMAIC cycle is restarted from the beginning. Starting a DMAIC process takes time, work, and discipline, but once you get the hang of it, your team will feel at ease with it.

DMADV is a Six Sigma approach for designing new processes and guaranteeing that the result is delivered appropriately to the client. The DMADV methodology's purpose is to produce a high-quality product while keeping the customer's wants and requirements in mind throughout the project. The acronym DMADV stands for Define, Measure, Analyze, Design, and Verify, and each letter stands for one of the five critical phases of a project improvement initiative: Define, Measure, Analyze, Design, and Verify.

Phases of DMADV

We'll look at each phase of the process from the ground up in the sections below.

1. Define DMADV's customer requirements

The project leader identifies what the customer's most significant demands are in connection to the final delivery during the DMADV define process step. Data gathering, which includes any relevant historical information and client input, is used to draw this conclusion.

The DMADV defined process phase's deliverables include:

The measure phase is the second process step in the DMADV Six Sigma approach, and it focuses on gathering and collecting data related to the CTQ measures developed during the define phase. The data gathered during the measure phase is critical to the process since it will be utilized to advance the remainder of it.

The DMADV measure process phase's deliverables include:

The Six Sigma team continues to analyze and test the data gathered during the DMADV analyze phase, which runs concurrently with the measure phase. During the analyze phase, the project team concentrates on defining baselines that will be used to track the process's progress over time.

The DMADV analysis process phase's deliverables include:

4. Design

The design phase of the DMADV process entails the creation of a product or service that meets the demands of the client. During the design phase, the project team manufactures the customer's final delivery using the newly designed processes and makes any necessary improvements to the processes.

The DMADV design process phase's deliverables include:

5. Verify

The DMADV process's verify phase is in the final stage, yet it's also the most continuing. During the verify phase, the project team gets the customer's initial input and makes any necessary process improvements to suit the customer's demands. Additional CTQ metrics are also established by the project team in order to track client input once the final product is delivered.

The DMADV verify process phase's deliverables include:

A DMADV process improvement project might take anywhere from months to years to complete, but the ultimate result is a product or service that completely fulfils the customer's desires and requirements.

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When Should You Use DMAIC and DMADV?

DMADV is typically connected with new services and product designs; however, it may or may not be compatible with existing goods and processes. DMADV may be used to create a new product or process if there isn't one already on the market. Another way to look at it is to employ DMADV when a process improvement falls short of expectations or fails completely.

DMAIC is used to an existing product or process that no longer meets client demands and/or standards. Companies without prior Six Sigma expertise may choose to employ the assistance of specialists such as Six Sigma Black Belts and Master Black Belts, who may assist in determining the appropriate DMAIC and DMADV approach.

The DMAIC process, which is a crucial component of the six-sigma technique, is intended to boost efficiency and production. Professionals who get the Lean Six Sigma Green Belt certification will not only understand DMAIC, but also how to implement these concepts in real-world scenarios. From the comfort of your own home, KnowledgeHut six sigma green belt certification online course can help you pass the certification exam and get you career-ready in the newest six sigma methodologies.

Binod Anand

A content marketing analyst, Binod’s area of interest is EdTech, marketing analytics, and digital marketing. He is also a professional blogger and writes extensively on skill development. His hobbies include travelling, programming, and watching sitcoms.

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The Five Data-Driven Steps of the Six Sigma Methodology are Define, Measure, Analyze, Improve, and Control (DMAIC). When fully implemented, DMAIC standardizes an organization's problem-solving technique and influences how it creates new process solutions.

Intermediate Yellow Belt: This is a fantastic place to start for folks who are new to Lean Six Sigma. Green Belt: This is an intermediate programme that prepares you to work on company-wide process improvement projects. A curriculum that prepares you to manage and lead project teams at a higher level is known as a black belt.

The Five Data-Driven Steps of the Six Sigma Methodology are Define, Measure, Analyze, Improve, and Control (DMAIC).

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SIX SIGMA CERTIFICATIONS

Lean Six Sigma Green Belt - Manufacturing

Home » Learn » Six Sigma Certifications » Lean Six Sigma Green Belt – Manufacturing

Key Information

Course dates, time commitment, credentials.

DIGITAL BADGE

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DIGITAL CERTIFICATE

A certificate will be awarded upon successful completion of this course..

Earn your Green Belt from the University of Michigan — 100% online.

Learn how to effectively solve problems by integrating Lean and Six Sigma within the DMAIC approach. Using case studies and examples primarily drawn from manufacturing companies, the Lean Six Sigma Green Belt-Manufacturing online course will set you up with a structure to systematically frame problems, collect data productively, and implement sustainable solutions.

Manufacturing Track

This course focuses on applications primarily drawn from manufacturing companies. Project results include increased throughput, improved equipment utilization, reduced maintenance costs, and more.

LEARNING OBJECTIVES

PROGRAM OVERVIEW

The following modules are required, and you will also receive access to optional supplemental material.

Continuous Improvement Overview

Integrating Lean and Six Sigma, Classic Forms of Waste, Kaizen

DMAIC Problem Solving Process

DEFINE: Requirements Flow Down, Linking Customers to Business Performance Metrics (VOC/VOB), Project Charters

Process Maps: SIPOC, Swimlane, Process Mapping Diagram

MEASURE: Exploring Data Patterns & Distributions (Run Charts, Histograms, Box Plots), Outliers (Supplement: Course Software Tutorial)

ANALYZE: Qualitative Analysis (Affinity, P-Diagram, Cause-Effect Diagram, 5 Whys)

IMPROVE: 5S Process, Standardized Work, Training, Error Proofing, Visual Aids, Process Monitoring

CONTROL: Methods of Control

Estimated: 60 self-paced hours

All requirements must be completed within 180 days after your start date. If you do not complete the course within one year of your start date, you will be required to re-enroll at a reduced cost of $500.

This is a self-paced online course consisting of 24 lecture modules with 22 exercises (multiple choice tests to complete after each learning module). Most lecture recordings are approximately one hour in length. While the course is self-paced, we recommend completing two sessions/week.

Lean Six Sigma DMAIC analysis may be applied to a vast array of process improvement opportunities. Participants are expected to complete a project to practice and apply course concepts.

Participants pursuing their University of Michigan Lean Six Sigma Green Belt Certification are required to:

A basic understanding of statistical analysis methods is recommended, including:

To view technical requirements, click here .

Administrative/Online Technical Support

Support staff are available via phone and email to help with administrative and technical issues during our normal business hours (Monday through Friday 8:00 a.m. to 5:00 p.m. Eastern Time).

Content Questions/Certification Project Support

Candidates are welcome to contact the course instructors for content questions and project support. The instructors will provide support via e-mail, phone consultation, and/or online videoconferencing.

COMPLIMENTARY SOFTWARE

U-M’s Green Belt Certification courses include a copy of QE Tools statistical analysis software.

QE Tools is a user-friendly Excel add-in tool designed for Lean Six Sigma Green Belts. Students will use QE Tools to apply the various problem solving and statistical analysis methods both within the course and for their Lean Six Sigma project.

INSTRUCTIONAL TEAM

Pat Hammett, PhD

Don Lynch, PhD

Nicole Friedberg

Luis Guzman, PhD

Lecturer, Industrial & Operations Engineering

What's Next?

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Free Lean Six Sigma Templates

By Kate Eby | June 12, 2017

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Lean Six Sigma combines two methods that streamline business processes in order to reduce waste, improve quality, and increase efficiency and product value. Both approaches originated in the manufacturing industry - Lean by Toyota and Six Sigma by Motorola - but today they are used to improve many processes within an organization, from customer support to administration. The templates provided here are suitable for Yellow, Green, and Black Belts. You’ll find Six Sigma project templates designed to support the different phases of an improvement process, all of which are free to download. Simply click on the link to download and open a template file, and customize it to suit your needs.

Six Sigma Tools

Six Sigma is a quality measurement that represents 3.4 Defects Per Million Opportunities. That’s a lofty goal for many business processes, but you can use Six Sigma methods to improve quality and performance in varying degrees based on the needs and objectives of a business or project. Six Sigma tools range from statistical charts, illustrative diagrams, and data collection methods to project management and process analyzation worksheets. These tools may not be exclusive to Six Sigma, but they can be applied in specific ways to focus on process improvement. The tools required depend on the project requirements and team roles. Depending on one’s training and experience, a Six Sigma professional may be involved in improvement initiatives at the White, Yellow, Green, or Black Belt level. White Belts generally have supporting roles, while Yellow Belts act as team members, Green Belts collect and analyze data, and Black Belts serve as project leaders. In the following sections, you’ll find a number of free, downloadable templates that you can use as Six Sigma tools.

Project Management Guide

Your one-stop shop for everything project management

Project Charter Template

This Six Sigma Excel template is designed to help you create a project charter that will serve as an agreement between management and your team. A project charter provides an overview of a project including team roles and responsibilities, financial information, goals, and constraints. Creating a detailed project charter will help define your project and its expected outcome, and provide a high-level roadmap to follow.

Download Project Charter Template

Excel | Word | Smartsheet

Implementation Plan Template

It’s important to refer to previous research and planning to help create an effective action plan. Once you know what actions to take, this implementation plan template helps you organize them by priority, assign ownership, track progress, and update the plan as needed. This is an important Six Sigma tool for taking concrete actions toward achieving measurable objectives.

Download Implementation Plan Template

Excel | Smartsheet

Stakeholder Analysis Template

You can use this template to identify and analyze stakeholders in order to enlist support for a project. The template allows you to closely examine important factors such as issues that may be influencing stakeholders, their vested interest in a project, or the level of influence and support. Understanding the views and expectations of stakeholders can help you anticipate and address issues in advance and move your project toward success.

Download Stakeholder Analysis Template

SWOT Analysis Template

Use this SWOT analysis template for strategic planning and to create dynamic PowerPoint presentations. List the strengths, weaknesses, opportunities, and threats related to an idea, process, or organization, and use this information for strategic analysis. Easily add this PowerPoint slide to any presentation for visual communication with project team members or other stakeholders.

Download SWOT Analysis Template - PPT

PPT | Smartsheet

Fishbone Diagram Template

A fishbone diagram, also known as a cause and effect diagram or Ishikawa diagram, helps teams brainstorm the causes of a certain event. Use this Six Sigma tool along with the 5 Whys template to determine root causes. One of the benefits of using a fishbone diagram is the visual layout, which makes it easy to compile and view information, and see the relationships between different elements.

‌ Download Fishbone Diagram Template - Excel

A3 Template

A3 is an approach to problem solving that grew out of Lean Manufacturing at Toyota. The A3 report condenses project information onto a single page in an easy-to-read, graphical format. This A3 template provides sections for describing background information, current conditions, root cause analysis, target conditions, implementation plan, and follow-up.

‌ Download A3 Template - Excel

5 Whys Template

A 5 Whys worksheet can help you undertake a root cause analysis to determine the sources of defects or performance issues. After defining the problem, you ask five questions to drill down into why the problem is happening, and track the issue back to its root cause. The final step is to determine what action you should take to eliminate that root cause.

Download 5 Whys Template

Excel | Word | PDF

Project Prioritization Analysis

This template can help you prioritize and select projects based on various factors, such as likeliness to succeed, cost, and how critical a project is to business processes. Once you collect your data, you can also use a Pareto chart to get a visual representation of the results. This Six Sigma project template is a simple tool that can have a big impact on decision making.

‌ Download Project Prioritization Analysis - Excel

SIPOC Diagram Template

SIPOC stands for Suppliers, Inputs, Process, Outputs, and Customers. A SIPOC diagram provides a high-level, visual overview of a business process, which is helpful for identifying and summarizing all of the elements in a process improvement project from start to finish. This Excel template provides five columns to create a simple, easy-to-read diagram.

‌ Download SIPOC Diagram Template - Excel

Communication Plan Template

A communication plan outlines how and when you will communicate a project to stakeholders. Effective messaging is important for securing buy-in as well as ensuring continued support for the duration of a project. Consistent reporting on project progress and milestones can help keep stakeholders informed and engaged.

Download Communication Plan Template

Excel | PDF

Voice of Customer (VOC) Six Sigma Template

Use this VOC template to gather information about customer expectations and needs. Gaining insight into customer requirements can inform your improvement process and help ensure a successful end product. This template is designed to help you document the voice of the customer and translate those messages into measurable requirements.

‌ Download Voice of Customer (VOC) Template - Excel

Data Collection Plan Template

During the “measure” phase of DMAIC, you can use a data collection plan template as a framework for describing what type of data to collect, how to gather it, when, and by whom. This spreadsheet template provides columns for entering data sources and locations, operational definitions, what statistical tools to use, and more. You can also edit the template to include any additional information that is relevant for your project.

‌ Download Data Collection Plan Template - Excel

FMEA Template

A Failure Modes and Effects Analysis (FMEA) seeks to prevent possible failures in a design or process. This FMEA template is designed to help you follow a systematic approach to identifying, understanding, and preventing failures. The template includes a section for recording what actions were taken to address each issue, as well as the completion date.

‌ Download FMEA Template - Excel

Control Plan Template

During the “control” phase, an effective plan serves as a guide for monitoring process and sustaining improvements. In this simple spreadsheet template, you can document process control activities to help ensure that quality standards continue to be met. Customize the template as needed to create a control plan for your specific project.

‌ Download Control Plan Template - Excel

Cause and Effect Matrix

A cause and effect matrix allows you to evaluate and quantify the relationships between process inputs and outputs. Use the matrix to prioritize process inputs based on the level of impact each one has on outputs. Once you collect your data in the matrix, you can also represent the results in a Pareto chart.

‌ Download Cause and Effect Matrix - Excel

Pareto Chart Template

Use this template to perform a Pareto analysis of your data to determine the frequency of problems or defects occurring in a process. The template provides a typical Pareto diagram, with a bar chart representing whatever issues you want to analyze, and a line graph showing the cumulative percentage of occurrences.

‌ Download Pareto Chart Template - Excel

Tree Diagram Template

A tree diagram breaks down a central concept, issue, or activity into increasingly smaller components. In Six Sigma, tree diagrams are used for determining root causes, brainstorming ideas related to a central topic, understanding a process from top to bottom, and approaching issues systematically. This is a useful tool for teams at many levels.

‌ Download Tree Diagram Template - Excel

8D Report Template

This template guides you through the 8D (eight disciplines) approach to problem solving and process improvement. The 8D report includes separate sections for each step, from describing the problem and root causes to identifying corrective actions and ways to prevent reoccurrence. This is a systematic way to help organizations attain their Lean Six Sigma goals.

‌ Download 8D Report Template - Excel

Six Sigma Process Map Template

Create a process flow diagram using flowchart symbols to show each step in a Six Sigma process. This provides a visual representation of process flow with a map that is easy to understand and modify. As a Six SIgma tool, you can use this template for analyzing and revising a process, and as a communication tool for stakeholders.

‌ Download Six Sigma Process Map Template - Excel

Check Sheet with Histogram Template

This template combines a weekly check sheet with a histogram for a graphical representation of defects or issues occurring over time. Enter your data on the check sheet, and the template will automatically create the histogram for your analysis. You can also print the check sheet to collect data by hand.

‌ Download Check Sheet with Histogram Template - Excel

Force Field Analysis Template

A force field analysis helps determine what factors are driving or inhibiting efforts to reach a goal. Identifying these forces and rating the strength of each can provide insight on how to maximize the driving forces and reduce inhibiting forces. On the template, list the desired change along with acting forces, then use your analysis to create an action plan.

Download Force Field Analysis Template

Word | PDF

How Lean and Six Sigma Work Together

While both Lean and Six Sigma aim to reduce waste, they are distinct methodologies. Six Sigma focuses on reducing defects by limiting variation within a process, while Lean removes unnecessary steps for a more efficient process. Combining these two methodologies can improve business performance by emphasizing both quality improvement and profitability. Learn more about Lean Six Sigma by reading Everything You Need to Know About Lean Six Sigma . The acronym “DMAIC” represents a key aspect of Lean Six Sigma. DMAIC stands for the five phases of an improvement cycle: Define, Measure, Analyze, Improve, Control. You can use these steps as a roadmap for resolving issues with a Six Sigma approach:

Define the project goals or problem to be addressed, internal and external customer requirements, and project boundaries.
Measure the current performance of the process and describe the process in quantifiable terms.
Analyze the process and identify the root causes of defects and sources of variation.
Improve performance by resolving the root causes of issues and eliminating defects.
Control future process performance by maintaining improvements.

Another version of this process is DMADV (Define, Measure, Analyze, Design, and Verify). The DMADV framework is typically applied to new products or services, rather than improving an existing process, or when an existing process has been improved but is not meeting a Six Sigma level. The process is similar to DMAIC but focuses on product or process design and how to implement that design effectively.

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What is a Green Belt project?

In the 80’s and 90’s I worked in the Financial Services and IT sectors and it was common to hear leaders say “don’t come to me with problems… come to me with solutions!” It was never accompanied by the offer of a means or method to find the solution, as if simply saying it was enough, a miracle would happen and we would be able to produce the perfect solution!

Eventually, this phrase became a leadership cliché.

If you are familiar with this leadership style, it doesn’t have to be an issue, this is exactly what an improvement project, using Green Belt methodology, is designed to accomplish.

The PMI Improvement Cycle

The means and method of a Green Belt project will lead you through the Improvement Cycle from the beginning, where you don’t really any have idea what the answer will be, to developing the solution.

Take a problem
Learn about it
Analyse it
Develop theories
Test and study the results of your theories
When you think you’ve got something, recommend solutions that the organisation can implement to improve the process performance.

Do you want to learn more about PMI’s Improvement Cycle methodology? Join our next Lean Six Sigma Green Belt course. See upcoming dates here .

Is it a Green Belt project, or an implementation project?

We are regularly asked by potential customers for our opinion on what makes an ideal Green Belt project, in preparation for them working on their improvement projects, and developing their own capability through our Green Belt programme.

In many cases, customers are confused because they have been given a project to ‘do’ and they are not sure if it qualifies as a Green Belt project; they often do not know the difference between a Green Belt project and an implementation project, and how would they? If they work in an environment where they are traditionally given projects to ‘manage’ i.e. implement, then the temptation is to assume their Improvement project is the same.

A project that is focused on working on a problem where the solution is not known, identifying the root causes of the problem, and then developing and testing solutions to address them before implementation, is alien to them.

When clients have this same dilemma, I use the PMI Improvement Cycle to illustrate the thinking and decision making process they need to go through. Looking at the Improvement Cycle, you need to decide if the project you are thinking about is suitable for an improvement project.

GREEN BELT TOOLS THAT PACK A PUNCH!
IMPROVEMENT FOR YOU, YOUR TEAM, YOUR ORGANISATION
WHAT MAKES A GOOD PROJECT?
TRANSFORM YOUR APPROACH TO SOLVING BUSINESS PROBLEMS
STEP CHANGE IMPROVEMENT USING THE PMI IMPROVEMENT CYCLE
SKILLS MATRIX TEMPLATE DOWNLOAD
“MY EXPERIENCE OF THE GREEN BELT COURSE”
IMPROVEMENT TOOLBOX – 5S

Here are some questions to ask yourself

Are you currently at the stage where you know there is a problem, but you don’t yet know all the root causes?
Do you have some ideas on which processes are causing the problem, but you need to investigate further?
Do you have enough data to be confident about the current performance of the processes, or do you need to gather data so that you can be sure of what is actually happening?
If any of these sound familiar, represent where you are, and what you are being asked to do, then you will benefit from starting at ‘select priorities’ on our Improvement Cycle. This stage helps you to diagnose which processes are causing the results you and your organisation would like to improve.

This means you will be leading a Green Belt improvement project.

If the work has already been done to understand the problem and identify solutions, and therefore your job is to implement the defined solution, you are starting at the ‘implement’ part of PMI’s Improvement Cycle, which is the project management element of implementing a known solution.

Things to consider when selecting a Green Belt improvement project

Of course, there are always exceptions to rules, but here are some helpful guidelines and suggestions to steer you in the right direction.

The project should be do-able over the period of about 3 months.
It should be neither too big nor trivial.
It should address an issue which is important to your organisation.
You will need a Sponsor to provide guidance and to assist in removing barriers and getting resources.
Customer concerns are usually priorities.
It must be something which you, with your Sponsor’s support, can obtain the authority to change.
It should require a small, carefully selected team (3-7 people) to investigate, work on and implement solutions - not merely recommend solutions.
It should not be a ‘fix the world’ problem which people have struggled over for years and got nowhere.

Are you ready to get certified? Join our next Lean Six Sigma Green Belt course. See upcoming dates here .

Written by Susannah Clarke Managing Partner Process Management International

Follow Susannah on LinkedIn .

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Lean Six Sigma Green Belt

This course teaches you the DMAIC (define-measure-analyze-improve-control) methodology using examples from across industries. You will learn to define improvement projects, serve on Black Belt teams or lead Green Belt teams in process improvement projects to satisfy the voice of the customer and reduce variation.

Questions? We Can Help.

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Course Data

CEU Hours : 0
Length : 67 Hours
ASQ RU : 6.7
Audience : Practitioner, Professional
Provider : ASQ

Learning Objectives:

Function as a ‘tools application’ member of a Six Sigma project team
Lead and execute process-level improvement projects
Collect process data and develop process maps
Develop statistical hypotheses using simple statistical tools
Design simple experiments and/or implementation plans that help validate improvement options
Apply problem solving and quantifiable tools to an improvement project you will bring to class on the first day
Eliminate waste and defects by applying lean and Six Sigma principles
Collect, analyze, and quantify data that enable process improvements
Learn how to execute the Six Sigma methodology
Work with process owners to ensure process gains are held

Prerequisites:

Who should attend:.

Overview and Foundation of Lean and Six Sigma
Drivers and Metrics
Theory of Constraints
Customer Data
Project Planning Tools
Project Documentation
Basic Lean Six Sigma Metrics
Team Dynamics and Performance
Overview of Measure
Introduction to Minitab
Process Mapping
Cause and Effect Analysis
Probability and Statistics
Measurement Systems Analysis
Data Collection and Summary
Process Capability
Analyze Phase Overview
Hypothesis Testing
Graphical Analysis
Lean Analysis Tools
Analyze Phase Transition
Improve Overview
Lean Improvement Tools
Introduction to Design of Experiments
DoE Golf Experiment
Implementation and Validation Solutions
Control Phase Overview
Standard Work
Control Charting
Control Plans
Control Phase Transition

Detailed Course Description

Materials , prerequisites.

A defined, management-approved business improvement project that provides a positive business impact to your organization of $10,000 - $50,000. The knowledge and skills learned in this training course will be applied to this project.
Basic statistics is recommended. Basic college-level algebra will be helpful to understand statistical concepts is a minimum.
Devote at least 25% of your time at your work environment to work on your project.
Current version of Minitab Statistical Software is required and must be provided by the participant and loaded on their computer prior to the first day of class.

Registration Email

After course registration, you will receive an email with access instructions. If you do not, please check your email junk, spam, or clutter folders. If the email is not there, please contact ASQ . For virtual WebEx courses, you will receive another email 24 hours prior to the start of class containing additional access information.

Technical Requirements (impacts all ASQ-owned eLearning)

PC, Mac, or mobile device
Audio speakers or headset
High-speed internet connection

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Required Browser Settings for Viewing Courses

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When using Internet Explorer, turn off Compatibility View for sites where courses are hosted.

WebEx – Virtual Course: Advance Preparation and Student Information

Join a test session.

We strongly suggest that you join a WebEx test session in advance of your scheduled virtual training, using your preferred web browser. This can help prevent problems launching content the day your training begins. If you do not have administrative privileges on the SAME computer you will be using the day of your training (i.e., your workstation within your organization) you may need the assistance of your local IT/IS help desk staff for the platform to engage correctly. To join a test session (meeting), click here and enter your name and email address to join. If successful, you will see a screen that says "Congratulations! Your system is now set up properly ..."

Deactivate Pop-up Blockers

You should deactivate any pop-up blockers, spam filters, and company firewalls that could prevent the WebEx client platform or web-based course from working properly. Third-party toolbars such as Bing, Yahoo, and Google should also be disabled due to their own pop-up blocking capabilities.

Enrollment Details

A web-based, live, classroom-like instructor led experience allowing attendees to interact without traveling. Course includes online access to materials for a limited time and up to three hard copy prints. Some courses include an electronic book – see course description for details.

This course registration is for one person only and may not be shared.
Course content (excluding Certification Preparation Handbooks) is provided in digital format via my ASQ Learning platform online upon purchase and for 365 days.
I have the option to view my content as an online PDF during the same period, and may choose to print it up to 3 times within 30 mins. This period cannot be extended.
My course fee is non-refundable within 30 calendar days of course start date or if the content has been accessed.
Certification Preparation Handbooks (if applicable) cannot be printed or shared and contain a digital watermark to protect the copyright. The cost of the e-book is non-refundable. Read License Agreement .
For more details on ASQ Cancellation Policy, please see Learning FAQ | ASQ .

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a professor lecturing in front of a projected info graph

Learn to apply Lean Six Sigma tools and lead projects that generate significant business results!

RIT's Green Belt training program is designed for working professionals with little or no prior experience in Lean Six Sigma. You will learn tools and methods for improving processes and how to apply them to projects within your organization that generate significant cost savings, greater efficiencies, and higher customer satisfaction. Important tools will be introduced to clearly define a business problem, gather and analyze data, and implement improvements that can be sustained.

RIT’s Green Belt program is unique

Projects are integrated into the training so that you actively apply tools and concepts directly to your own project. Your project will continue beyond formal training and will generate significant benefits to your organization, exponentially higher than the program itself. Each project is mentored by a Lean Six Sigma expert from RIT, and support continues through project completion.
Designed to meet the needs of all business sectors: healthcare, services, manufacturing, education, and government. Emphasis is placed on tailoring learning to each student’s needs, while participant diversity provides opportunities to learn from one another.
Topical coverage goes beyond Lean Six Sigma tools to leadership and change management essential to driving a culture of performance excellence. Immersion and practice ensures that RIT Certified Green Belts live Lean Six Sigma methods and tools on a daily basis.
Spread out over 12 weeks to facilitate project integration and applied learning. Project reviews offer direct feedback on your project.
Active management participation, including manager/sponsor training before the program.
Instructors have deep expertise in their fields and work with you not only during the program but through completion of your project. RIT is a major university with expert faculty, Black Belts, and other professionals who are teachers, consultants, real-world problem solvers, respected speakers, and authors.

RIT’s Lean Six Sigma Green Belt Certification program helps you generate superior data-driven solutions, improved customer satisfaction, enhanced productivity, and significantly improved bottom-line results.

On-campus Program

The on-campus program is delivered one day each week for twelve consecutive weeks, led by expert Lean Six Sigma instructors. You will be exposed to each topic in-depth through classroom assignments, structured exercises within a team environment, and application of tools to your own project. Project review sessions are held within the on-campus program, but instructors are available outside of the program for advice and counsel.

Blended Online Program

Unlike self-paced online training, our instructor-led approach keeps you actively engaged with expert instructors and other program participants while still providing flexibility to meet your other commitments. Learning materials include pre-recorded lectures, articles and videos, exercises, and quizzes that you complete each week; online “discussion boards”; three “live” project review sessions scheduled in advance to offer direct feedback on all projects; and conference calls or web-conferences as needed.

Contract Program

Our Green Belt certification program is also available as a customized contract program that can be delivered to your organization onsite or in a “blended” format with both onsite elements and online components. Contact us for more information.

Certification

Certification by RIT as a Lean Six Sigma Green Belt requires the following:

Successful completion of training including all course materials and deliverables, attendance (on-campus program), participation in discussions and project reviews;
Passing score (70) on final exam;
Completion of a Green Belt project, which you lead, including submission of a final report signed-off by your sponsor or other senior leader, within 2 years of training. Final review and approval of your project is done by your RIT instructor. (Credit is not given for projects that were initiated before the start of training).

Black Belt Program

After completing Green Belt training, you may want to continue on for Black Belt certification. RIT's online Lean Six Sigma Black Belt certification program helps you move from a practitioner role to becoming an expert in Lean Six Sigma prepared to drive process excellence throughout your organization. Black Belts are leaders, change agents, strategic thinkers, trusted coaches, expert resources, and vigilant project managers who lead complex high-value projects that improve customer satisfaction and productivity. For more information and special pricing on your Black Belt training when you complete your Green Belt through us, visit our Black Belt Pricing Section.

For questions about RIT's Green Belt certification program, please contact [email protected]

The program follows the DMAIC process – Design, Measure, Analyze, Improve, Control – and includes the following key topics:

Lean Six Sigma Overview
Voice of the Customer
VSM (Value Stream Mapping)
Project Charter
Problem Statements
Stakeholder Analysis
Team Building & Leadership
Standard Work
Cost of Quality
Statistical Thinking
Sampling Issues
Basic Statistics
Measurement Systems Analysis
Correlation & Regression Analysis
Problem Solving Process & Tools
Cause-Effect Matrix
FMEA (Failure Mode and Effects Analysis)
5-S and Visual Controls
Kaizen Event Training
Line and Cell Design
Setup Reduction
Total Productive Maintenance (TPM)
Control Plans
Capability Analysis
SPC & Control Charts
Design of Experiments – Introduction

Pricing and Registration

Individual Registration: $3,950

Discounts (only one discount per person):

MedTech and GRQC Members: $3,555 (10%)
RIT Alumni, Employees, and Immediate Family Members: $3,160 (20%)
Full-Time College Students (all institutions): $3,160 (20%). Contact [email protected] for more details

Group Registration (no other discounts apply):

2 people: $3,555 (10%). (RIT Alumni, Employees and Immediate Family Members - please register as 2 individuals for a 20% discount)
3+ people: $3,160 per person (20%)

This program is offered through RIT Certified. Please register by clicking on the appropriate program below and you will be taken to the registration page. You may also register by contacting RIT Certified directly at [email protected] .

Cancellation Policy

Cancellations must be received at least 15 business days prior to the program start date. Cancellations received after that date will be invoiced to the participant, who will be responsible for payment in full. Please email [email protected] with questions.

Do I need a Yellow Belt before enrolling in the Green Belt?

No, Yellow Belt is not required.

Can I get my Green Belt and Black Belt at the same time?

Green Belt and Black Belt training are two distinct programs which must be completed separately. However, after finishing Green Belt training you may start our Black Belt program even if you have not yet completed your Green Belt project. You must still complete a Green Belt project as well as a separate Black Belt project in order to be certified as a Black Belt, but you may find it more convenient to complete both training programs as quickly as possible. It may also be convenient to define a Black Belt project that builds upon your Green Belt project. Lastly, RIT offers a discount on Black Belt training if you complete your Green Belt with us - see the Black Belt pricing section .

I am in healthcare or services, not manufacturing. Is your program relevant for me?

Yes! Green Belts are process improvement specialists with skills that apply across disciplines and industries even though application domains differ. For example, professionals in medical and transactional fields may find lean tools more helpful initially while manufacturing professionals often take a more balanced approach to utilizing lean and six sigma tools. RIT integrates lean and six sigma because waste and process variability are challenges across all organizations. Examples from different industries and application domains are used in the program to demonstrate the broad applicability of Lean Six Sigma. Green Belts are responsible for deciding which tools and methods will be most effective in specific situations within their own organizations.

What do you mean by “blended online”?

Our online format is designed to provide you with flexibility to meet your other commitments from wherever you are while insuring that you are actively engaged with our expert instructors and other program participants. Elements include: (1) pre-recorded lectures, articles, videos, and quizzes that you complete each week at your convenience; (2) online “discussion boards” that you participate in each week with other participants at your convenience; (3) several “live” project review sessions scheduled in advance to offer direct feedback on all projects; and (4) conference calls or web-conferences as needed.

What if I prefer a classroom setting?

If you’ve never experienced a blended online format, we think you’ll be pleasantly surprised and will find it a very rich learning experience. Nevertheless, our Green Belt program is also available on-campus or on-site on a contract basis for employers with a minimum number of participants. Contact [email protected] if you are interested in a customized program for your organization.

What is the expected weekly time commitment?

You should plan to spend 6-8 hours each week on course materials, homework, discussions, quizzes, and occasional project reviews. In addition, you should plan 6-8 hours each week for work on your project, holding team meetings, and preparing for tollgates.

What is expected from my sponsor and/or manager?

Every Green Belt project requires a sponsor whose role is: (1) to help identify in advance an opportunity suitable for a Green Belt project; (2) to help remove roadblocks and support project execution; and (3) to participate in tollgate reviews and sign-off on all tollgates. Your direct manager should also provide assurance that he/she understands the demands on your time for and is committed to your success in the program.

Tell me more about the project?

Before starting our Green Belt program, you must have identified an appropriate project “opportunity” with the support of a sponsor. You will receive information from us to assist you and your sponsor in selecting an appropriate project. We suggest that a suitable Green Belt project returns at least $50,000 in estimated benefits, recognizing that other metrics may be more appropriate to your situation. The project should be completed (with sign-off from sponsor and finance) within two years of training. Your RIT instructor is the final reviewer and approver of your project.

Can I get credit for a past project?

No, credit is not given for projects that are either in-process or were completed prior to the start of training. Projects must be started in conjunction with our training program

How much time do I have to complete the project?

After the formal training ends, you will have 1 year to complete your project in order to earn Green Belt certification. Extensions may be granted for extenuating circumstances but they must be approved by RIT and your sponsor.

What materials are provided with the course?

All readings and slides will be available in our online repository, from which you can print a copy for your own use. Links to the videos are also provided.

Do I need any special software?

No. RIT's online repository is cloud-based and Excel is utilized for statistical tools and examples. Examples are also illustrated in Minitab if you prefer this statistical package and have a license, but Minitab is NOT required for the Green Belt program.

Do you issue “continuing education credits” (CEU’s)?

Yes. Upon request, you will be issued 8 CEU’s at the end of the training portion of the program.

How soon should I register, and what is your cancellation policy?

Registration is first-come-first-served – to be assured of a seat, you should register as soon as it is feasible. RIT accepts credit cards and purchase orders. In the event that you need to cancel, you must do so at least 15 days (3 weeks) before the start of the program or you will be invoiced and held responsible for payment in full.

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Lean Six Sigma Green Belt Project Examples & How to Execute Them
10th Apr, 2023 Views 12,639 Read Time 8 Mins In this article An Overview of Six Sigma Green Belt Projects Examples of Green Belt Projects Characteristics of Six Sigma Green Belt Projects Tips for Building Awesome Green Belt Projects Conclusion Frequently Asked Questions (FAQs) View All
10 Tips for Building Awesome Green Belt Projects
Manufacturing: In a manufacturing company there may be multiple lines or cells that produce different products. One place to focus is the final assembly—improving quality checks or reducing the packaging cycle time could be good ways to drive improvement.
5 easy ideas for Six Sigma Green Belt project
I would like to help you with: Lean culture implementation in your organization Six Sigma projects consultations Lean Six Sigma trainings and certifications support Project management theory turn into practical usage Your career planning First 30 minutes of consultation for free, every additional 1 hour 10 USD.
Six Sigma Project Charters and Examples
Smartsheet Contributor Kate Eby June 14, 2022 Try Smartsheet for Free In Six Sigma, a project charter is the first step toward the successful completion of a project. We've gathered expert tips and examples to help you understand why and how to get the most out of Six Sigma project charters.
Top Six Sigma Green Belt Projects
Innovation Projects Leveraging data to predict customer demand forms one of many Green Belt responsibilities. You can direct your Green Belt projects toward changing existing products to suit customer needs or starting from scratch.
How to choose your Lean Six Sigma Green Belt projects wisely
Choose a blog topic How to choose your Lean Six Sigma Green Belt projects wisely One major factor can significantly impact success at both the project level and by extrapolation in the programme as a whole - how well your Belt project was selected.
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1. Improving the quality of products produced This Lean Six Sigma project is designed to improve the quality of products produced by a manufacturing company. It involves the use of Lean Six Sigma tools and techniques to identify and eliminate causes of defects in products. 2. Reducing scrap and rework
Six Sigma Projects: Examples and Types Explained
2. Manufacturing Sector. Employing the six sigma methodology in the manufacturing sector can significantly improve a product's quality, thus resulting in customer satisfaction. Some Six Sigma Green belt project examples of how it can be used in the manufacturing sector include- To improve product design ; To enhance customer experience
Example Green Belt Projects-Manufacturing Archives
Blog Technology Hardware & Equipment A large hardware company found that its repeat despatch rate (RDR) was as high as 6.5% for orders booked online or over telephone. A team worked on this assignment and brought down the RDR to less than 2%. This had a significant impact on customer satisfaction scores and repeat/ referral business.
101 Things a Green Belt Should Know
Let's make a list of 101 soon! Green Belts lead Six Sigma improvement projects part time. Usually 25 percent to 50 percent of their time is spent on Six Sigma projects. Six Sigma will become a "way of doing business" for Green Belts. Green Belts will be able to explain why the y=f (x) formula is important for their process and business.
Lean Six Sigma Green Belt project examples
Six Sigma Green Belt projects are examples of process improvement that are led by Six Sigma Green Belt-certified projects. These projects are designed to improve the quality and efficiency of processes within an organization.
PDF Page 2 LSS Green Belt Page 14 Projects Planned versus Actual Duration
Six Sigma Green Belt projects completed based upon the company's definition of timeliness of three to six months is currently 36 percent at this location (Large manufacturing company, 2011). the key focus for this location is to gain a greater understanding of the business costs
Six Sigma Green Belt: Project Examples
The following are examples of possible Green Belt projects: 1. Reduce the amount of time to complete a process. For example, trying to find a way to cut one machine or make one machine do...
Phases of Green Belt Projects
The phases involved in Maximum Green Belt Project are Define, Measure, Analyze, Improve, and Control and are termed together as DMAIC or DMADV. DMAIC. When we see DMAIC, we see that it is a five-phase method for enhancing a wide range of organizational processes, such as software development, manufacturing, and so on. While this method is often ...
Lean Six Sigma Green Belt
Using case studies and examples primarily drawn from manufacturing companies, the Lean Six Sigma Green Belt-Manufacturing online course will set you up with a structure to systematically frame problems, collect data productively, and implement sustainable solutions. ... Successfully complete Green Belt Project (reviewed by U-M faculty)
Free Lean Six Sigma Templates
Both approaches originated in the manufacturing industry - Lean by Toyota and Six Sigma by Motorola - but today they are used to improve many processes within an organization, from customer support to administration. The templates provided here are suitable for Yellow, Green, and Black Belts.
5x Six Sigma Green Belt Project Ideas
Are you looking for ideas, and tools to be used in your early green belt projects? I have prepared 5 different examples from different type of areas and depa...
What is a Green Belt project?
The means and method of a Green Belt project will lead you through the Improvement Cycle from the beginning, where you don't really any have idea what the answer will be, to developing the solution. When you think you've got something, recommend solutions that the organisation can implement to improve the process performance.
How to Select a Winning Lean Six Sigma Project
A Lean Six Sigma Green Belt project is a problem that is planned for resolution. Lean Six Sigma projects are connected to the company's strategic goals (or KPIs). They solve customers' (whether internal or external) problems. A successful project should lead to cost savings, improvements in quality, added capacity.
Lean Six Sigma Green Belt
This Green Belt training teaches and prepares individuals to implement the principles, practices, and techniques of Lean Six Sigma in a support capacity on a Black Belt project team. Green Belts are traditionally Lead process stakeholders and may also be assigned specific process-level improvement projects to conduct on their own—projects ...
Green Belt
8. RIT's Green Belt training program is designed for working professionals with little or no prior experience in Lean Six Sigma. You will learn tools and methods for improving processes and how to apply them to projects within your organization that generate significant cost savings, greater efficiencies, and higher customer satisfaction.
Green Belt of Six Sigma Project
Green Belt projects must follow at least one of the five Lean Six Sigma project types, which include the following: Quick Win - This project is to resolve a known problem that has a simple solution.