Using Lean Six Sigma Archives - GoLeanSixSigma.com (GLSS)

Preços dos Treinamentos e Certificações em Lean Six Sigma

Renz Angelo Racelis — Thu, 04 Jan 2024 08:34:34 +0000

Conceito / Ferramenta	Yellow Belt	Green Belt	Lean
Custo do Treinamento	GRATUITO	$699	$449
Custo da Certificação	$199	Incluído	Incluído
Tempo estimado de conclusão	1 dia / 8 Horas	4 dias / 32 horas	2 dias / 16 horas
Treinamento	Online, ritmo pessoal	Online, ritmo pessoal	Online, ritmo pessoal
Certificação	Online, 50 perguntas de múltipla escolha	Online, 130 perguntas de múltipla escolha	Online, 100 perguntas de múltipla escolha
CEUs	1 CEU	4 CEUs	2 CEUs
PDUs	8 PDUs	32 PDUs	16 PDUs
Fase: Introdução	Yellow Belt	Green Belt	Lean
O que é Lean Six Sigma?	Y	Y	Lean Only
Benefícios do Lean Six Sigma	Y	Y	Lean Only
Quem usa o Lean Six Sigma?	Y	Y	Lean Only
Regras do Seis Sigma	Y	Y	N
Os 8 Resíduos	Y	Y	Y
DMAIC Visão geral	Y	Y	N
Fase: Definir	Yellow Belt	Green Belt	Lean
Ferramenta – Project Charter	Y	Y	A3
Declaração de Problema / Oportunidade	Y	Y	N
Ferramenta – Voz do Cliente (VOC)	Y	Y	Customer Value
Defeitos	Y	Y	Y
Ferramenta – SIPOC (mapa do processo de Alto Nível)	Y	Y	Y
Stakeholders	Y	Y	Y
Fase: Medir	Yellow Belt	Green Belt	Lean
Seleção de Medidas	Y	Y	N
Coleta e Planejamento de Dados	Y	Y	N
Definições operacionais	Y	Y	N
Captura de dados de base	Y	Y	N
Fase: Analisar	Yellow Belt	Green Belt	Lean
Análise de Processos	Y	Y	Y
Retrabalho	Y	Y	Y
Redundância	Y	Y	Y
Gargalos	Y	Y	Y
Inspeções e Decisões	Y	Y	Y
Transferência de controle	Y	Y	Y
Fundamentos do Lean Six Sigma	Y	Y	N
Os 5 Porquês	Y	Y	Y
Ferramenta – O Diagrama Espinha de Peixe	Y	Y	Y
Ferramenta – Gráficos de Pareto	Y	Y	Y
Desenvolvimento de hipóteses	Y	Y	N
Confirme hipótese com dados	Y	Y	N
Fase: Melhorar	Yellow Belt	Green Belt	Lean
Princípios do Lean	Y	Y	Y
Criar Fluxo	Y	Y	Y
Amostragem	Y	Y	Y
Treinamentos cruzados	Y	Y	Y
Processos paralelos	Y	Y	N
Trabalho Padrão	Y	Y	Y
Ferramenta – Poka Yoke	Y	Y	Y
Gerenciamento visual	Y	Y	Y
5S	Y	Y	Y
Fase: Controle	Yellow Belt	Green Belt	Lean
Ferramenta – Plano de Controle de Processos	Y	Y	N
Ferramenta – Monitoramento e Plano de Resposta	Y	Y	N
Documentação	Y	Y	N
Storyboard	Y	Y	N
Adicionais Green Belt	Yellow Belt	Green Belt	Lean
Análise de Kano	N	Y	N
Análise Affinity	N	Y	N
Diagrama de Árvore	N	Y	N
Tradução Matrix VOC	N	Y	Y
Processo Caminhada no Gemba	N	Y	Y
Mapa do Processo no Nível Organizacional	N	Y	Y
Mapa da Cadeia de Valor	N	Y	Y
Mapa Swimlane	N	Y	Y
A3	N	Y	Y
Análise das Partes Interessadas	N	Y	Y
Reuniões Produtividade (RACI) – Ferramenta	N	Y	Y
Estratificação	N	Y	N
Planilhas para Coleta de Dados – Ferramenta	N	Y	N
Amostragem	N	Y	N
Análise de Sistemas de Medição	N	Y	N
Análise de Fluxo de Valor	N	Y	Y
Análise de Valor	N	Y	Y
Graficos de Torta & Barra	N	Y	N
Gráfico Run	N	Y	N
Box Plot	N	Y	N
Membro da Equipe de Revisão	N	Y	N
Soluções de Brainstorming	N	Y	N
Princípios de Melhoria Lean	N	Y	Y
Fluxo de peça única	N	Y	Y
Redução de Tamanho de Lote	N	Y	Y
Redução de mudança	N	Y	Y
Projeto de Células de trabalho	N	Y	Y
O balanceamento da carga de trabalho	N	Y	Y
Kanban e Supermercados	N	Y	Y
Mapa do Estado Futuro	N	Y	Y
Matrix Impacto / Esforço – Ferramenta	N	Y	N
Matrix Ponderada de Critérios – Ferramenta	N	Y	N
Pilotar as Soluções	N	Y	Y
Implementação Multi-faseada	N	Y	Y
FMEA (Failure mode effect and analysis) – Ferramenta	N	Y	N
Gráfico de controle	N	Y	N
Adicionais Lean	Yellow Belt	Green Belt	Lean
História do Lean	N	N	Y
PDCA	N	N	Y
Valor para o cliente	N	N	Y
Eventos rápidas de Melhoria (expandido)	N	N	Y
Trabalho padrão (expandido)	N	N	Y
Gestão Visual (expandido)	N	N	Y
Quick Wins (expandido)	N	N	Y
Pilotos (expandido)	N	N	Y
A3 (expandido)	N	N	Y
Processo Walk (expandido)	N	N	Y
Gráfico Spaghetti (expandido)	N	N	Y
Líder Trabalho padrão	N	N	Y
Líder Task Board	N	N	Y
A3 de Coaching	N	N	Y
Líderes de Desempenho de Processos	N	N	Y
Reuniões Líder Huddle	N	N	Y
Líder de Processo de Caminhada	N	N	Y

The post Preços dos Treinamentos e Certificações em Lean Six Sigma appeared first on GoLeanSixSigma.com (GLSS).

Project Example: Lean Six Sigma Reduces Hiring Time by 37% at Kern County

Renz Angelo Racelis — Tue, 02 Jan 2024 09:35:07 +0000

Project Example: Lean Six Sigma Reduces Hiring Time by 37% at Kern County

Kern County

Home » Using Lean Six Sigma

LOCATION

California

INDUSTRY

Government

FUNCTION

IMPROVEMENT

37%

PROJECT SUMMARY

The Problem: The hiring process took over a month which impacted child services
The Root Causes: Lots of waiting for information and unclear communication
The Solutions: Instituting pre-scheduling and a single point of contact for hirees
The Results: 37% Lead Time reduction and $686,400 in savings

THE PROBLEM

PROJECT DETAILS:

If Child Support Services of Kern County were going to live up to their slogan—“Kids Come First”—then things were going to have to change. They needed new employees and they needed them fast.

They were good at hiring, they simply were not good at hiring quickly. The new employee hiring process took over a month which impacted key services within the child care support system.

Green Belt Stacey Wuertz saw the gap and took on the challenge of reducing that lead time. She assembled a Lean Six Sigma team and worked to apply the DMAIC process.

Their first task was to define the lead time to hire—when did it start? When did it stop? They came up with Operational Definition for hiring: “Time from receipt of the Hire List from the county HR department until the new employee’s first day at the office.”

Their process map detailed what happened during the hiring process.

THE ROOT CAUSES

PROJECT DETAILS:

With their measurement defined, the team investigated the current process by collecting lead time data. They plotted the lead time for the last nineteen hires on a Run Chart which revealed an average of 42.4 days. They set the goal at a 20% reduction which would bring it down to 33.92 days. They mapped out the process and documented the details of the process which helped them understand all the steps involved. That set them up to discuss where they uncovered the 8 Wastes within the system.

Mind Map showing the root causes of the long hiring lead times.

Based on their analysis of the process they identified a number of contributors to long lead time. This is typically done with a Fishbone Diagram, but Stacey’s team chose to use a Mind Map, which was more familiar to them and equally applicable. The structure of the Mind Map allowed them to explore how the 8 Wastes contributed to the long lead times.

Potential Root Causes

After reviewing potential causes in detail, the team selected three leading candidates:

Waiting for panel members information
Unclear communication between team members
Long time to schedule interviews

Confirming Root Causes

These root causes were only theories until they confirmed them. The team reviewed the data to find evidence to support or refute each of their theories.

Waiting: They confirmed waiting as a root cause when they found that long waits happened routinely—sometimes as long as two weeks.
Unclear Communications: The team confirmed this as a root cause when they investigated the handoffs between process steps. They observed that team members were often unsure of what the “next action” should be. Some team members waited for others to return before proceeding with work. In the confusion, team members needlessly duplicated tasks.
Long Time to Schedule Interviews: The team confirmed this as a root cause after examining phone logs which showed multiple calls and lost time due to “phone tag.”

THE SOLUTIONS

PROJECT DETAILS:

Once they confirmed the root causes, the team worked on solutions to either eliminate or neutralize them. They met and brainstormed a variety of related ideas. They grouped and consolidated their list until selecting final solutions for validation.

Waiting: They reduced the wait time by scheduling panel members in advance—even before receiving the Hiring List. Testing confirmed that “pre-scheduling” saved time since the panels were ready when they needed them.
Unclear Communications: They addressed this issue by having each team member work the process from start to finish. They eliminated all handoffs along with the time lost because of them.
Long Time to Schedule Interviews: They tackled this one by standardizing email, which eliminated “phone tag.” This change alone reduced the time to schedule interviews from 45 minutes down to 3.

THE RESULTS

PROJECT DETAILS:

With proven solutions, implementation was relatively easy. The process participants were already familiar with the details of the solutions which greatly smoothed the transition.

The team was able to sustain the solutions by updating the process procedure documents and cross-training all team members. When they were done, each team member could conduct the entire process from start to finish.

The results were impressive:

Other results:

They were able to fill vacant positions quicker—increasing needed child support services to customers
They lost fewer candidates due to no shows or dropouts

What’s Next

Stacey and the team were excited by the new process and their success. They almost doubled their goal of a 20% reduction in lead time and they completed the project in under 6 months. Bolstered by their success they continued to identify and implement further improvements—the culture of problem-solving was palpable.

Child Support Services was better able to fulfill their Kids Come First slogan by making the most of their resources—thanks to Lean Six Sigma and the Human Resources team!

For over 20 years, Stacey Wuertz has served in a variety of positions within the Kern County Department of Child Support Services in California. Currently, she is a Program Manager of the Performance Management and Analysis division where she manages the Performance Management Team, Staff Development Team, Document Processing Support Team, and the Ridgecrest Branch Office. As a Lean Six Sigma Green Belt, she has really enjoyed working with teams to be innovative in finding efficient and effective solutions to provide greater customer service.

The post Project Example: Lean Six Sigma Reduces Hiring Time by 37% at Kern County appeared first on GoLeanSixSigma.com (GLSS).

Reducing IT Onboarding Rework by 57% in the Town of Oro Valley

Renz Angelo Racelis — Tue, 02 Jan 2024 08:31:16 +0000

Reducing IT Onboarding Rework by 57% in the Town of Oro Valley

Town of Oro Valley

Home » Using Lean Six Sigma

LOCATION

Arizona

INDUSTRY

Government

FUNCTION

IMPROVEMENT

57%

PROJECT SUMMARY

Problem: Each month, an average of 2.8 new hires require rework by the IT department, causing lost productivity and disruption to operations.
Root Causes Discovered:
- The IT System & Equipment Access Form is completed incorrectly
- Onboarding tasks are routed incorrectly within the department
- Providing required and requested equipment is delayed
Solutions:
- Improve the IT System & Equipment Access Form interface
- Enable Town departments to provide their own software
Results:
- The number of new hires impacted decreased from 2.8 to 1.2 per month (57% improvement)

THE PROBLEM

PROJECT DETAILS:

Over the past year, the IT department for the Town of Oro Valley, a growing community of 47,000 people located a few miles north of Tucson, Arizona, received internal customer complaints that new employees have not been set up with accurate systems access and hardware by their first day of employment. In addition to several days of lost productivity for the new employee and their department, this also results in rework for the IT staff. If this issue continues, the IT department will lose credibility among its internal customers and, most importantly, the Oro Valley community will be negatively impacted.

To the Town of Oro Valley, this is an opportunity. The Town government is committed to improving the ways in which they serve the community and continually look for process improvement opportunities. In 2018, the Town of Oro Valley launched its Lean Six Sigma based program, OV Peak Performance, an initiative aimed at improving daily operations, organizational efficiency, and internal and external customer experiences. Since then, with the support of GLSS Training & Certification, the Town has trained staff throughout the organization and implemented numerous process improvement projects.

In November 2022, The Town of Oro Valley received the “Celebrating Innovation in the Workplace” award from the Society for Human Resource Management of Greater Tucson (SHRM-GT) for their OV Peak Performance program.

Sara Newlin, Jorge Aguilar, Misti Nowak, Catherine McCarthy

To address the ongoing onboarding process issues, a team was launched consisting of Sara Newlin (Continuous Improvement Analyst), Jorge Aguilar (IT NetOps Manager), Misti Nowak (Communications and Marketing Administrator), and Cathy McCarthy (Business Systems Analyst). Sara, who led the project team, thought this issue would make for an excellent GLSS Green Belt Training & Certification project.

Like the Town of Oro Valley, the project team is passionate about continuous improvement. Misti says, “I felt it was valuable to be personally invested and model the leadership support. I wanted to build relationships outside my department because relationships build efficiency within the organization. That is a huge bonus of continuous improvement.”

Cathy says, “For me, it was personal. I wasn’t receiving the request tickets to give people access to some of the systems they needed to do their jobs. Then I’d get an email a week or two later stating, “Hey, our new hire doesn’t have access to the system, they’ve been here for two weeks, and they can’t do their job.” I was tired of getting those emails.”

Jorge, the project sponsor, was also eager to launch the project. Jorge says, “For the IT team, the problem is not just that the new hires don’t have access, it also triggers a tremendous amount of rework.”

When the team looked at last year’s data, they discovered an average of 2.8 new hires required rework each month.

Sara says, “Imagine a person has just come on board with the Town and they’re so excited to be here. But when they arrive at their department to start training, they discover they don’t have access to any of the programs and systems they need. That’s not a great first impression and it causes a lot of frustration for not just the new employee but also for those who are tasked with training them. This issue has been such a pain point that two separate departments submitted the idea as a process improvement initiative via the OV Peak Performance program.”

The onboarding process touches all Town departments, functions, and the wide variety of services provided to the community. With an operation this complex, most organizations would not know where to begin implementing a process improvement initiative. But the Town of Oro Valley knew the GLSS Green Belt Training & Certification program would help them take the challenge head-on and guide them to a successful resolution.

“With an operation this complex, most organizations would not know where to begin implementing a process improvement initiative. But the Town of Oro Valley knew the GLSS Green Belt Training & Certification program would help them take the challenge head-on and guide them to a successful resolution.”

THE ROOT CAUSES

PROJECT DETAILS:

One of the first tasks the team learned in their GLSS training was to do a Process Walk, which is an investigative tour of the process. The goal is to identify waste and other clues that can lead to improvements. They found it eye-opening and powerful. Cathy says, “What caught me off guard is, without knowing all of the individual onboarding processes for each department, it’s hard to craft a one size fits all process.” Jorge adds, “Often, departments have either specialized software or specialized accesses that must be assigned. It’s more than just having someone show up and start their assignments. I thought some of the more complicated work tickets would be the ones that were having problems, but that turned out not to be the case. For example, our Police department has a very complicated setup, but they were not having problems with onboarding.”

Powerful insights gained from “walking” the process and talking with staff.

Using the insights gained from the Process Walk, the team performed a root cause analysis using the Fishbone Diagram and 5 Whys learned during GLSS Green Belt Training & Certification.

The biggest areas to analyze further were form requirements and task automation. Other areas were outside of control.

When their investigation was complete, three root causes of the problem became clear:

The IT System & Equipment Access form had incorrect or missing info
Tasks were being routed incorrectly
Equipment was delayed due to shortages

During their careful investigation to confirm root causes, the team was surprised to learn a commonly held assumption turned out to not be true. It was originally believed that the bulk of the rework was caused by onboarding requests being submitted late. However, the evidence showed no meaningful delays in submissions. Using the process-focused, fact-based approach from their GLSS training, the team avoided chasing false assumptions and wasting resources solving a problem that didn’t exist.

“Using the process-focused, fact-based approach from their GLSS training, the team avoided chasing false assumptions and wasting resources solving a problem that didn’t exist.”

THE SOLUTIONS

PROJECT DETAILS:

The team’s first-hand discovery of the root causes led to simple and elegant solutions.

Cathy says, “When we realized that the majority of our errors were due to missing information, it became apparent that the most obvious thing to do was to change how we obtain that information.”

The identified solutions included:

Creating clear form instructions
Including pertinent information for the position and department to address unique needs
Incorporating required fields on the form to simplify and error-proof the process

The team decided to improve equipment management in a future project and first focused on quicker, less costly solutions.

Jorge says, “We were able to fine-tune the solutions, realizing it’s not complicated. Part of the solution was to have the departments address their unique and specific needs. I anticipated resistance getting the departments to take on part of the process but once we showed them the new process and what was triggering the problems, it was a five-minute conversation. It was almost anticlimactic that the solution ended up being so simple.”

THE RESULTS

PROJECT DETAILS:

After implementing the changes, the team anticipated a 25% decrease in the number of new hires requiring rework. However, the simple solutions lead to a more significant impact, reducing the number of affected new hires by 57% and therefore significantly reducing the pain points in operations.

Jorge says, “Having a work culture that recognizes the value of Lean Six Sigma leads to more acceptance. People have heard about our OV Peak Performance program, and they know the Town is investing in Lean Six Sigma and process improvement initiatives. Either they have been involved or know colleagues who have been involved in the GLSS training and certification and have worked on successful process improvement projects.”

Misti adds, “Continuous improvement is not only a priority but an expectation across the organization. The staff knows that there’s support to dedicate time and energy to these process improvement projects. Participation in the OV Peak Performance program has even been added to our annual evaluations; that’s the level of commitment from the top.”

Finally, Sara says, “We’re excited to see where the journey takes us next. By connecting employees with Lean Six Sigma training and tools, we’re able to help create a culture of continuous improvement at the Town. And through the OV Peak Performance program, every employee is empowered to share their process improvement ideas, take ownership of those processes, and affect positive change within their departments that then directly impacts the success of the Town as a whole.”

The post Reducing IT Onboarding Rework by 57% in the Town of Oro Valley appeared first on GoLeanSixSigma.com (GLSS).

50 Facts Everyone Needs to Know About Green Belt Training & Certification

Luis Raymundo — Thu, 14 Dec 2023 06:39:11 +0000

Is getting Green Belt Certification worth it? Do hiring managers care about it? What kind of salary can you expect? What do you need to know? Here’s a list of key information you should check out before making the investment in time, money and your future.

What You Need to Know About Lean Six Sigma Green Belt Training & Certification:

1. According to Dick Costolo, recent head of Twitter, the type of problem solving skills you gain with a Lean Six Sigma Green Belt Certification are what today’s cutting edge companies value most in prospective employees.

2. The national average salary for a Certified Green Belt is $95,261 per year in the United States (2019) according to Indeed.com, the #1 job site in the world available in more than 50 countries and 26 languages, covering 94% of global GDP.

3. Green Belt Certification is the most sought after certifications of all the “Belt” levels within Lean Six Sigma.

4. Green Belt Training teaches you to manage by facts and data. As Jack Welch, the former CEO of GE, once said, “If we’re going to manage by opinions, I’d rather they were mine!”

5. Lean Six Sigma follows the adage, “creativity before cash,” and Green Belt Training provides you with the tools and techniques to support the creativity that organizations so desperately need to increase profit and reduce costs.

🌍 Get the Green Belt That Delivers Results

6. Working on a Green Belt project leads to valuable exposure to both the people and the processes within the organization which increases your understanding of the business and gives you valuable connections.

7. Problems without solutions aren’t so bad if there is a path through uncertainty, and Lean Six Sigma’s DMAIC methodology provides that pathway.

8. Lean Six Sigma Green Belt Certification helps build problem-solving muscles – and problems are one thing organizations will never run out of!

9. Lean Six Sigma tools alone won’t sustain change – it’s about people too. With Green Belt Certification you learn to implement successful change by collaborating with the right people and by treating them with respect.

10. A bad process will beat a good person every time, and Green Belt Training focuses on fixing the process, not blaming the people who work in the process.

11. If you don’t make use of your new Green Belt skills within 40 days you are likely to forget them – use it or lose it!

12. GoLeanSixSigma.com’s Green Belt Training enables you to apply Lean Six Sigma even before you become certified.

13. You don’t need a Green Belt project to apply Green Belt tools and concepts.

14. Lean Six Sigma Green Belt Certification is recognized by organizations worldwide.

15. You don’t need to be a statistician to be a great Green Belt.

“The minute you stop learning is the minute your value starts going down.” – Tracey and Ernie Richardson, co-authors of the Shingo-Prize-Winning The Toyota Engagement Equation

16. GoLeanSixSigma.com’s training takes advantage of the fact that people learn more when they’re enjoying themselves.

17. The most basic tools and techniques are often the most powerful – making process improvements doesn’t have to be complicated.

18. You can get a 15% productivity boost just by applying the “5S” technique to any work area.

19. Creating a basic Process Map of any process immediately uncovers pain points and opportunities for improvement.

20. Whether it’s Manufacturing or Service; Sales, Marketing, Finance or the back office, virtually every area of every industry can make use of and benefit from conducting Lean Six Sigma process improvements.

21. Becoming certified by an external organization is generally more recognized than being certified internally.

22. Research shows that responding to the Q&A within the Green Belt Training and then taking the Certification Exam actually makes you smarter.

23. Having a Green Belt Certification sets you apart from other job applicants in terms of your process management and problem solving abilities, and it puts you in a better position for advancement once hired.

24. Although the content of Lean Six Sigma Green Belt Certification offerings may vary, the structure follows the same DMAIC method: Define, Measure, Analyze, Improve & Control.

25. Although Green Belts generally work on projects within their functional areas, their training gives them insight into the impact of processes on the external customer – having this “line of sight” is greatly valued by management.

26. PDCA does not stand for “Please Don’t Change Anything!” It stands for Plan Do Check and Act/Adjust. Walter Shewhart’s PDCA is a simple but powerful continuous improvement cycle that anyone can use.

27. Green Belt Training promotes an alliance with a subject matter expert from Finance – this essential backing verifies the savings and cost avoidance achieved by each project.

28. Green Belt training does not mean you engage in a karate tournament, but it does mean you’ll be better equipped to cut and slash your way through workplace waste!

29. Taking Green Belt Training and improving processes with others can be fun! The tools are designed to help teams work together to discover the current state of processes and the root causes of nagging problems.

30. Our Training expands your process improvement toolkit, and helps you determine which tool is most appropriate and when.

31. In order to maximize retention of the Green Belt Training, it’s important to use the tools and concepts in a real world application. GoLeanSixSigma.com’s Green Belt Certification enables you to apply these tools and concepts – not just learn about them.

32. Green Belt Training tools are not just for the workplace – you can apply them to your personal life too. Many Green Belts have conducted a 5S in their garage, their closets and even their kitchen pantries.

33. Green Belt level training increasingly shows up on job postings as problem-solving grows as a desired skill set.

Source: Future of Jobs Report, World Economic Forum

34. What you learn in Green Belt Training will never become obsolete because it’s about problem-solving and root cause analysis and everyone needs those skills everyday, in every profession in every industry.

35. Green Belt Training shows how Lean Six Sigma tools can be applied in administrative, service and not just manufacturing environments.

36. Our training allows for self-paced breaks between topics and, according to the recent book How We Learn this results in enhanced learning.

37. Green Belts don’t necessarily need to know how to use every single tool in the Lean Six Sigma Toolkit, but Green Belt Training creates awareness of the available tools so Green Belts know where to go when it’s time to use a tool they’re unfamiliar with.

38. Green Belt Training tools and concepts provide the basis for collaborative team activities and this drives essential engagement which means you don’t have to do all the work yourself!

39. Graphing and Charting techniques are central to Green Belt Training since they provide powerful visuals – “a picture’s worth a thousand words” and in the case of process improvement projects, they might also be worth thousands in cost-avoidance!

The Six Sigma program is very popular at Rose-Hulman Institute of Technology, so much so that Diane Evans, Rose-Hulman professor of engineering management, believes that it could be all she teaches each term and every class would be filled. Prospective employers seek out students with Six Sigma training. Alumni have advised Rose-Hulman that employers want to see Six Sigma on a resume because it demonstrates they know what tools to use to complete an improvement project. Although Rose-Hulman does not currently award Six Sigma certifications (or “belts” as they are referred to in Six Sigma terminology) to its students, completing the course and a project prepare them well for a future in process improvement and the real-world use of statistics. (read the full article here)

40. Conducting a Lean Six Sigma Green Belt project with a cross-functional team allows you to practice your facilitation skills which are highly valuable and required of most leaders.

41. While taking Green Belt Training and conducting a project, it’s a good idea to connect with others who are doing the same thing – even if they are not in your line of business, they can be sounding boards and offer examples of new tools and concepts.

42. The best team meetings for Green Belts and their teams are regular team meetings – If you know you’re going to meet every Tuesday at 10am, it’s both a chance to collaborate, and an automatic deadline for deliverables.

43. Green Belt Training comes with easy to use templates which facilitate the essential documentation of the project – and that makes it easy to update the Project Champion!

44. Lean Six Sigma Green Belt Certification can help you save money at home. Use it to reduce the electric bill, reduce wasted food and reduce unnecessary purchases and bills.

45. Lean does not stand for “Less Employees Are Needed!” Lean is not about eliminating people, it’s about eliminating waste. People are not a waste, yet they often waste time on activities that do not add value for the customer.

46. Lean has been around since the 1940’s and Six Sigma has been around since the 1980’s. Before Six Sigma was Total Quality Management (TQM), and before Lean was PDCA. This stuff has to work if it’s been around for this long!

47. Even though it wasn’t called Lean or Six Sigma, Henry Ford used Lean Six Sigma concepts and principles by when he pioneered the automated conveyor belt to build the Model T.

48. Our training explains why people might not like variation in processes. We like variation in our food choices, but we don’t like waiting for it! People want predictable and consistent processes and that’s what Green Belts provide.

49. There are organizations who have had less than stellar experiences with Lean Six Sigma, but that’s not the fault of the tools and methodology – it’s due to the way the effort was implemented. GoLeanSixSigma.com’s Green Belt Training guides you to use the most effective implementation methods.

50. Lean Six Sigma Green Belt Certification will help you avoid implementing other people’s pet solutions as well as random activities that don’t address root causes. Life is short – spend time on what matters!

🌍 Get the Green Belt That Delivers Results

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3723 reviews

William Cox

Jan 9, 2024

by William Cox on GoLeanSixSigma.com (GLSS)

I liked the segmented testing for each module. I would recommend additional interactive "testing", to help with retention of all the acronyms. I found myself advancing the slides after listening, but there was also valuable content on the slide. Also recommend those items be read, too.

J Ryan

Jan 9, 2024

by J Ryan on GoLeanSixSigma.com (GLSS)

The training is longer than anticipated but it's relatable and well put together.

Jacqueline Ryan

Jan 9, 2024

by Jacqueline Ryan on GoLeanSixSigma.com (GLSS)

I appreciated the opportunity to complete it at my own pace. The lessons were practical and explanations clear and relatable.

David Francisco

Jan 8, 2024

by David Francisco on GoLeanSixSigma.com (GLSS)

Great course. I believe this course will ensure I am an upholder of Lean Six SIgma within the employer I find an opportunity with and wil be happy with the results!

Johnson Adenigbagbe

Jan 8, 2024

by Johnson Adenigbagbe on GoLeanSixSigma.com (GLSS)

A phenomenal course, gained so much knowledge.

Sergey Belov

Jan 8, 2024

by Sergey Belov on GoLeanSixSigma.com (GLSS)

I absolutely loved the course! Learned many great tools that I will be using at my work.

Erika Gimenes

Jan 5, 2024

by Erika Gimenes on GoLeanSixSigma.com (GLSS)

Thanks for making it so easy to understand and to follow along!

John M

Jan 5, 2024

by John M on GoLeanSixSigma.com (GLSS)

Great information on how to improve a process using the DMAIC method when drive for results., I would suggest increasing the instructiveness through gamification and dynamic presentation with augmented with AI characters.

Taylir

Jan 5, 2024

by Taylir on GoLeanSixSigma.com (GLSS)

Excellent course with lost of useful information! I can't get wait to get started on some process improvement work!

Amy Haller

Jan 5, 2024

by Amy Haller on GoLeanSixSigma.com (GLSS)

Learned new concepts that can be applied to improve processes within my area.

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5 Guidelines to Select Your Yellow Belt Project

GoLeanSixSigma.com — Tue, 14 Nov 2023 18:26:47 +0000

A Yellow Belt project is an important step in your Lean Six Sigma journey. Yellow Belt projects help people new to Lean Six Sigma start solving problems and improving processes by applying what they learned in Yellow Belt Training.

Selecting the right Yellow Belt project is key because it helps ensure you’re learning experience is successful—and that you’re able to solve problems by improving processes.

Here are 5 guidelines for selecting your Yellow Belt project.

1. Focus on Current Work

It is crucial to choose a project that revolves around the work you’re currently involved in. By focusing on your daily tasks and responsibilities, not only do you possess an intimate understanding of the processes, but you also ensure that any improvements made directly benefit you and your team.

2. Keep it Within Your Department

It’s vital to select a process primarily contained within your department or at the very least, a meaningful portion of it. This ensures that you have control and authority over the changes being made. Additionally, understanding the intricacies of your departmental process reduces the learning curve and helps in implementing changes more effectively. Avoid inter-departmental projects for now; they may sound enticing but can be much more complex.

3. Supervisor’s Agreement

One of the cornerstones of a successful Yellow Belt project is the agreement and support of your supervisor. This is not just a formality; it signifies that the project is worthwhile to your organization. Having your supervisor on board ensures that you have the resources you need, along with their guidance.

4. Availability of Assistance

While the Yellow Belt project is primarily a learning tool for the individual, there will be moments that demand collaboration. Whether you require insights from a colleague, data from another department, or expertise from an external consultant, ensuring their availability is crucial. Your supervisor can help in identifying those who can assist you as needed.

5. Frequent Output for Immediate Feedback

One of the primary goals of the Yellow Belt project is continuous learning and improvement. For this, it’s imperative to choose a process that produces outputs frequently enough to allow for quick assessment. Processes that yield results only a few times a year make it difficult to see improvement, and can actually delay project completion. Additionally, frequent outputs act as iterative feedback loops, enabling you to create several rounds of improvement.

In conclusion, selecting the right Yellow Belt project is a balance of personal relevance, departmental focus, managerial support, collaborative potential, and frequent feedback. As you embark on this journey, remember that the project’s objective is not just process improvement but also your growth. By keeping the above considerations in mind, you set yourself and your organization up for success.

Want to complete a Yellow Belt project? Start your Yellow Belt Training & Certification.

Looking to launch Lean Six Sigma in your organization to create a Culture of Continuous Improvement? Check out our Lean Six Sigma Launch List:

The post 5 Guidelines to Select Your Yellow Belt Project appeared first on GoLeanSixSigma.com (GLSS).

Launch Lean Six Sigma in 3 Months

GoLeanSixSigma.com — Mon, 13 Nov 2023 20:31:06 +0000

Looking to Launch Lean Six Sigma? Here’s how to do it in 3 months. Partner with us and we’ll help your teams deliver measurable improvement results by creating a Culture of Continuous Improvement.

*Timing and activities can be adjusted to your needs.

STEP 1: Share Quick Intro to Lean Six Sigma

1 week*
Review What is Lean Six Sigma? article + 3-min. video that quickly introduces Lean Six Sigma to your team and encourages Yellow Belt Training & Certification.

STEP 2: Pilot Yellow Belt Training & Certification

2 weeks*
2-hour online course for the first team of 5 to 10 people
Complete Group Yellow Belt Project: Automate project work with Kure (2 weeks)

STEP 3: Scale Yellow Belt Training & Certification

2 weeks*
3 groups of 5 to 10 people
Complete Group Yellow Belt Project: Automate project work with Kure (2 weeks)
Set up Lean Six Sigma PMO (Project Management Office): Automate PMO workflows and align projects with strategic objectives with Kure (2 weeks)
- Build internal capability: our experts train your team so they can train more teams within your organization to sustainably build a culture of Continuous Improvement

STEP 4: Pilot Green Belt Training & Certification

1 month*
Group of 5 to 10 who completed Yellow Belt Projects
Complete Group Green Belt Project: Automate project work with Kure (2 months)
Set up Lean Six Sigma PMO: Automate PMO workflows and align projects with strategic objectives with Kure (2 weeks)
- Kure provides visibility to all projects to enable coaching and support

STEP 5: Showcase Projects + ROI

1 month*
Use Kure to automate project documentation and impact reporting
Capture Additional Project Ideas: Automate approvals with Kure (1 month)
Set up Lean Six Sigma PMO: Automate PMO workflows and align projects with strategic objectives with Kure (2 weeks)
- Kure provides visibility to all projects to enable coaching and support

Expert support available:

Live Onboarding: Get your teams set up easily
Monthly Coaching Sessions: Get strategic + project support

The post Launch Lean Six Sigma in 3 Months appeared first on GoLeanSixSigma.com (GLSS).

GoLeanSixSigma.com Founder Featured at University of Hawaiʻi at Mānoa’s “Entre-Pinoy-Ship” Event

GoLeanSixSigma.com — Thu, 02 Nov 2023 06:59:11 +0000

In celebration of Filipino American History Month, a University of Hawaiʻi at Mānoa event “Entre-Pinoy-Ship” brought together a dynamic panel of Filipino-American entrepreneurs who shared their incredible journeys, the influence of their Filipino culture and the challenges they’ve faced, and imparted advice to young entrepreneurs.

They also discussed their visions for the future of Filipino-American entrepreneurship, all while pursuing their dreams in Hawaiʻi. The panelists included:

Karlo Tanjuakio, CEO and founder of GoLeanSixSigma.com + Kure
Kit Furukawa, owner of Maui Chili Chili Oil
Lalaine Ignao, co-owner and CEO of Sama Sama

The event was organized by Shidler College of Business Marketing Instructor and Pacific Asian Center for Entrepreneurship (PACE) Faculty Fellow Constancio Paranal III, PACE Program Manager Adelene Ortiz and PACE Leader and Hawaiʻi Student Entrepreneurs President Daniella Pasion. The event provided a platform for the Filipino-American community to explore the stories and experiences of successful entrepreneurs who are making a significant impact in the state.

Each panelist revealed what motivated them to embark on their entrepreneurial journey. Their stories were diverse but shared a common theme of a relentless drive to create something meaningful and impactful.

For Karlo Tanjuakio, it was about finding a problem that he was passionate about. Tanjuakio advised young entrepreneurs to “be brave and surround yourself with people who support your vision.”

The discussion highlighted the profound influence of Filipino culture on their business decisions and strategies. From how they approach their businesses to the products they create, the entrepreneurs were intentional in incorporating cultural elements and values into their ventures.

The event provided a platform for the panelists to offer valuable advice to young entrepreneurs. They encouraged aspiring business leaders to embrace their cultural heritage and use it as a source of inspiration.

Read the full article here.

The post GoLeanSixSigma.com Founder Featured at University of Hawaiʻi at Mānoa’s “Entre-Pinoy-Ship” Event appeared first on GoLeanSixSigma.com (GLSS).

GoLeanSixSigma.com Announces Certification as a Minority Business Enterprise by the Western Regional Minority Supplier Development Council

GoLeanSixSigma.com — Tue, 15 Aug 2023 23:29:31 +0000

GoLeanSixSigma.com (GLSS), an education technology platform that empowers everyone with the knowledge to optimize processes, is grateful to announce its official certification as a Minority Business Enterprise (MBE) certified by the Western Regional Minority Supplier Development Council (WRMSDC).

This recognition from the WRMSDC reinforces GLSS’s commitment to delivering high-quality, industry-leading training programs including:

“We’re honored to partner with the Western Regional Minority Supplier Development Council and be recognized as a Minority Business Enterprise. Our collaboration will increase exposure and access to Lean Six Sigma exponentially by helping everyone everywhere improve their companies and communities.”

— Karlo Tanjuakio, CEO & Founder of GLSS

The National Minority Supplier Development Council’s Minority Business Enterprise (MBE) Certification is the gold standard for Ethnic Minority Business Certification in the United States. WRMSDC administers NMSDC’s certification in Northern California, Nevada, and Hawaii. Certification offers minority suppliers the opportunity to connect face-to-face with many of America’s largest publicly-owned, privately-owned, and foreign-owned companies, as well as universities, hospitals, and other buying institutions.

GLSS’s Lean Six Sigma online training curriculum has been carefully designed by industry experts with extensive experience in project management, process improvement and education. The course covers essential Lean Six Sigma concepts, tools, and techniques, equipping participants with the skills needed to streamline processes, improve quality, and increase operational efficiency within their organizations.

To learn more about GLSS’ Lean Six Sigma Training & Certification courses, please visit GoLeanSixSigma.com or email contact@goleansixsigma.com.

About GoLeanSixSigma.com (GLSS)

GLSS is a leading provider of online training solutions, specializing in project management and process improvement. With a commitment to delivering high-quality, accessible, and practical training programs, GLSS empowers professionals and organizations to achieve their goals through continuous learning and skill development with Lean Six Sigma.

GLSS is a member of the PMI® Authorized Training Partner Program. The PMI® Authorized Training Partner seal is a registered mark of the Project Management Institute, Inc. GLSS is certified as a Minority Business Enterprise by the Western Regional Minority Supplier Development Council.

The post GoLeanSixSigma.com Announces Certification as a Minority Business Enterprise by the Western Regional Minority Supplier Development Council appeared first on GoLeanSixSigma.com (GLSS).

Farrington High School Students to Receive Hands-on Business Training and Certifications at Made in Hawaii Festival

GoLeanSixSigma.com — Wed, 09 Aug 2023 22:46:19 +0000

50 Farrington High School students will receive hands-on business training and certifications while volunteering with Made in Hawaii Festival.

Hawai‘i workforce development nonprofit ClimbHI has partnered with local businesses and organizations to develop a first-of-its-kind, hands-on learning opportunity for 50 Farrington High School juniors and seniors at the Made in Hawaii Festival, which runs from Aug. 18-20, 2023, at the Hawai‘i Convention Center.

Farrington Business Academy students are participating in internationally recognized Lean Six Sigma Training and Certification, as well as earning credit toward graduation. They also earn a volunteer certification from the Made in Hawaii Festival, organized by the nonprofit Hawaii Food Industry Association (HFIA) since 1995.

The 29th annual Made in Hawaii event will feature more than 450 vendor booths from across Hawai‘i, award-winning entertainment, celebrity chef demos and tastings, fashion shows, and more. Students will participate in various aspects of the festival, including set up, check-in, customer service, and parking management. They will also receive a free shirt, transportation and meal while volunteering.

“In addition to providing nearly a quarter of the volunteer staff needed for this event, students learn about entrepreneurship with local businesses and walk away with valuable training and credentials that they can use in the workforce. This partnership is another example of how our business leaders and educators are working together to strengthen workforce development experiences for our keiki.”
— Julie Morikawa, President and Executive Director of ClimbHI

Partners include GoLeanSixSigma.com, Aloha Hospitality Professionals (AlohaHP), Fly Shuttle & Tours, and Safeway.

“This opportunity provides depth to our curriculum, bringing the students out into the community to experience what goes into producing a major event, and also meet with local entrepreneurs.”
— David Chattergy, Business Academy Teacher at Farrington High School

“Giving our students world-class skills like Lean Six Sigma and Project Management to measurably improve our communities and companies in Hawai‘i is vital for our future. It’s our responsibility and honor to create opportunities and empower future generations to create Kaizen (good change).”
— Karlo Tanjuakio, Founder and CEO of GoLeanSixSigma.com

“The Made in Hawaii Festival is all about supporting our local community, so we are excited to be part of this giveback opportunity. We look forward to working with ClimbHi and Farrington Business Academy to ensure a wonderful event for our Made in Hawaii Festival vendors and guests.”
— Lauren Zirbel, Executive Director at Hawaii Food Industry Association (HFIA)

“AlohaHP is focused on giving every young adult who is committed to excellence an opportunity. This first-of-its-kind learning opportunity at the Made In Hawaii Festival is a beautiful example. AlohaHP looks forward to many more partnerships that allow talented high school seniors an opportunity to shine and share their talents in the workforce.”
— Kat Lin-Hurtubise, Founder of AlohaHP

Businesses and educators statewide are encouraged to learn more about a wide array of workforce development opportunities for students, as well as the free online ClimbHI Bridge portal, by e-mailing info@ClimbHI.org.

About Made in Hawaii Festival

For the last 29 years, the Made in Hawaii Festival (MIHF) has served as Hawai‘i’s premier event exclusively showcasing made-in-Hawai‘i products. Today, MIHF is the state’s most-loved festival, showcasing thousands of made-in-Hawai‘i goods including art, clothing, jewelry, food and much more. Since its inception, MIHF has been produced by the Hawaii Food Industry Association. Visit www.MadeinHawaiiFestival.com for more info.

About ClimbHI

Founded in 2009, the Hawai‘i-based 501(c)(3) nonprofit ClimbHI seeks to inspire students to finish high school and proceed to post-secondary education or employment by exposing them to future career paths and the steps necessary to achieve those goals. For more, visit climbhi.org.

About GoLeanSixSigma.com

Since 2011, GoLeanSixSigma.com has partnered with the Fortune 500, Government, Nonprofits, SMBs and 3,000+ colleges to improve productivity, reduce costs and create measurable results with Lean Six Sigma Training & Certification courses.

About Fly Shuttle & Tours

Fly Shuttle & Tours is one of the fastest-growing tour and transportation companies in Hawai‘i. Specializing in airport transportation, tours and experiences for visitors both private and shared and contracted services throughout O‘ahu, Fly Shuttle is a family-owned business and always strives to exceed our client expectations.

About Aloha Hospitality Professionals (AlohaHP)

Aloha Hospitality Professionals (AlohaHP) is led by a team of senior professionals with extensive staffing expertise. We are dedicated to utilizing innovative technology to deliver an efficient and professional experience for our clients. Our mission is to connect experts in hospitality, clerical, and light industrial with outstanding companies, ensuring that exceptional individuals have the opportunity to excel in both their work and personal lives. At AlohaHP, we are passionate about giving people a hand up and creating pathways for success in all aspects of life.

The post Farrington High School Students to Receive Hands-on Business Training and Certifications at Made in Hawaii Festival appeared first on GoLeanSixSigma.com (GLSS).

GoLeanSixSigma.com (GLSS) Announces Accreditation as a PMI Authorized Training Partner for Online Lean Six Sigma Training & Certification

GoLeanSixSigma.com — Fri, 23 Jun 2023 18:28:22 +0000

GoLeanSixSigma.com (GLSS), an education technology platform that empowers everyone with the knowledge to optimize processes, is grateful to announce its official accreditation as a PMI Authorized Training Partner (ATP) for Lean Six Sigma Training & Certification courses.

This recognition from the Project Management Institute (PMI) reinforces GLSS’s commitment to delivering high-quality, industry-leading training programs including:

“We’re honored to partner with PMI and be recognized as an Authorized Training Provider. Our collaboration will increase access to Lean Six Sigma exponentially by helping everyone everywhere improve their companies and communities.”

Karlo Tanjuakio

CEO & Founder of GLSS

As a PMI ATP, GLSS offers Lean Six Sigma online training that aligns with PMI’s rigorous standards and best practices. This accreditation solidifies GLSS’s position as a leading, trusted provider of Lean Six Sigma Training & Certification and further strengthens its reputation for excellence in the industry internationally.

PMI is a globally recognized association for project management professionals, providing valuable resources, certifications, and networking opportunities to its members. Their ATP program identifies reputable training providers that deliver exceptional project management education and adhere to PMI’s strict quality standards.

By becoming a PMI ATP, GLSS joins an exceptional group of organizations authorized to provide training that enhances project management skills and knowledge. This accreditation highlights GLSS’ expertise in Lean Six Sigma methodologies and its ability to deliver comprehensive, accessible, and effective online programs to Fortune 500 companies, Government Agencies, Nonprofit Organizations and SMBs.

To learn more about GLSS’ Lean Six Sigma Training & Certification courses, please visit GoLeanSixSigma.com or email contact@old.old.goleansixsigma.com.

About GoLeanSixSigma.com (GLSS)

GLSS is a member of the PMI® Authorized Training Partner Program. The PMI® Authorized Training Partner seal is a registered mark of the Project Management Institute, Inc. ATP provider ID: 5822

The post GoLeanSixSigma.com (GLSS) Announces Accreditation as a PMI Authorized Training Partner for Online Lean Six Sigma Training & Certification appeared first on GoLeanSixSigma.com (GLSS).

Using Lean Six Sigma Archives - GoLeanSixSigma.com (GLSS)

Preços dos Treinamentos e Certificações em Lean Six Sigma

Conceito / Ferramenta

Yellow Belt

Green Belt

Lean

Fase: Introdução

Yellow Belt

Green Belt

Lean

Fase: Definir

Yellow Belt

Green Belt

Lean

Fase: Medir

Yellow Belt

Green Belt

Lean

Fase: Analisar

Yellow Belt

Green Belt

Lean

Fase: Melhorar

Yellow Belt

Green Belt

Lean

Fase: Controle

Yellow Belt

Green Belt

Lean

Adicionais Green Belt

Yellow Belt

Green Belt

Lean

Adicionais Lean

Yellow Belt

Green Belt

Lean

Project Example: Lean Six Sigma Reduces Hiring Time by 37% at Kern County

Project Example: Lean Six Sigma Reduces Hiring Time by 37% at Kern County

PROJECT SUMMARY

Potential Root Causes

Confirming Root Causes

What’s Next

Reducing IT Onboarding Rework by 57% in the Town of Oro Valley

Reducing IT Onboarding Rework by 57% in the Town of Oro Valley

PROJECT SUMMARY

50 Facts Everyone Needs to Know About Green Belt Training & Certification

What You Need to Know About Lean Six Sigma Green Belt Training & Certification:

🌍 Get the Green Belt That Delivers Results

🌍 Get the Green Belt That Delivers Results

Here are recent reviews of our Green Belt Certification course:

5 Guidelines to Select Your Yellow Belt Project

1. Focus on Current Work

2. Keep it Within Your Department

3. Supervisor’s Agreement

4. Availability of Assistance

5. Frequent Output for Immediate Feedback

Launch Lean Six Sigma in 3 Months

STEP 1: Share Quick Intro to Lean Six Sigma

STEP 2: Pilot Yellow Belt Training & Certification

STEP 3: Scale Yellow Belt Training & Certification

STEP 4: Pilot Green Belt Training & Certification

STEP 5: Showcase Projects + ROI

GoLeanSixSigma.com Founder Featured at University of Hawaiʻi at Mānoa’s “Entre-Pinoy-Ship” Event

GoLeanSixSigma.com Announces Certification as a Minority Business Enterprise by the Western Regional Minority Supplier Development Council

GoLeanSixSigma.com (GLSS), an education technology platform that empowers everyone with the knowledge to optimize processes, is grateful to announce its official certification as a Minority Business Enterprise (MBE) certified by the Western Regional Minority Supplier Development Council (WRMSDC).

About GoLeanSixSigma.com (GLSS)

Farrington High School Students to Receive Hands-on Business Training and Certifications at Made in Hawaii Festival

About Made in Hawaii Festival

About ClimbHI

About GoLeanSixSigma.com

About Fly Shuttle & Tours

About Aloha Hospitality Professionals (AlohaHP)

GoLeanSixSigma.com (GLSS) Announces Accreditation as a PMI Authorized Training Partner for Online Lean Six Sigma Training & Certification

GoLeanSixSigma.com (GLSS), an education technology platform that empowers everyone with the knowledge to optimize processes, is grateful to announce its official accreditation as a PMI Authorized Training Partner (ATP) for Lean Six Sigma Training & Certification courses.

About GoLeanSixSigma.com (GLSS)