Lean Six Sigma Yellow Belt Certification
Lean Six Sigma Yellow Belt Certification
Your MFC600 Manufacturing Operations programme has provided a sound understanding of the fundamentals of Lean Six Sigma. As a Yellow Belt you will be able to support Green Belt projects as well as practising a structured approach to problem solving on a daily basis in your local work area. The training provided moved through the DMAIC stages to focus on setting foundation tools in place, mapping processes, considering cause & effect, making changes, and putting in place controlled & sustainable improvements.
Criteria
Lean Six Sigma Yellow Badge / Belt
The Solent University MFC600 Manufacturing Operations programme has provided you with a solid understanding of Lean Six Sigma principles and methods and enables you to apply best practice tools confidently.
Lean
The principles of Lean are recognised the world over as the most powerful and effective way to build and sustain continuously improving organisations.
Lean is a philosophy and a proven long-term approach that aligns everything in your organisation to the delivery of increased customer value. Lean focuses on orientating people and systems to deliver a continuous stream of value to the customer and eliminating waste and deficiencies in the process.
Six Sigma
Six Sigma seeks to improve the quality of process outputs by identifying and eliminating the causes of errors (defects) and then minimising variability in the process, both to improve existing products / processes and to design new ones.
It is a disciplined, data-driven approach centred on the implementation of a disciplined set of quality management methods. It is often supported by the development of skilled Six Sigma experts within an organisation, who understand and can implement these methods.
Lean Six Sigma
Lean Six Sigma is a management approach to business performance improvement that has blended the two individual specialisms of Lean and Six Sigma.
The application of Lean Six Sigma allows quality and efficiency improvements to be effectively realised. The focus of Lean is about speed, efficiency and taking waste out of a process. Six Sigma focuses on effectiveness and removal of errors.
When combined and implemented properly it can be a powerful management tool that can greatly improve an organization’s performance, by providing a structured approach to resolving problems.
Classification of the skill level of the experts is often mapped across to Yellow Belt, Green Belt and Black Belt levels. It provides a foundation for further development in Lean Six Sigma at all levels up to Master Black Belt.
Lean Six Sigma Yellow Belt Certification
The training provided moved through the DMAIC stages to focus on setting foundation tools in place, mapping processes, considering cause & effect, making changes, and putting in place controlled; sustainable improvements.
The award of the Yellow Belt certification from Solent University is presented to delegates who successfully complete all three elements of the programme:
1. Successful completion of MFC600 Manufacturing Operations Unit.
2. Successful completion of a written MFC600 Manufacturing Operations Exam.
3. Completion of a MFC600 Manufacturing Operations sponsored work-based continuous improvement project using Lean Six Sigma Principles, Tools and Techniques.
This included:
Conducting and internal review of the selected improvement requirement (DMA).
Supporting organization's internal team to identify / conduct pilot improvement project (I).
Writing an options paper providing organization's senior management with a clear recommendation for improvement (DMAIC).
Undertaking a formal presentation to senior management and an informal tool-box talk to internal team covering the methodology taken (DMAIC), findings, options and recommendation.
Conducting a Q&A Sessions to support improvement project analysis, options and recommendations.
Key Topics Covered During MFC600 Manufacturing Operations
Introduction to Continuous Improvement:
Challenge and benefits of Lean.
Practical application of Lean.
History of Six Sigma.
Six Sigma methodologies.
Voice of the customer.
Definition of problems and opportunities:
Critical to Quality.
Kano Model.
The 5 Why’s vs the So What’s?
Identifying significant opportunities.
Measurement:
Identifying and reducing waste.
Balancing work, including Takt times.
Runners, Repeaters and Strangers.
Push v Pull.
Analysis:
Comparative analysis.
Possible cause theories.
Verifying Root Causes.
Creative team-based tools.
Introduction to Failure Mode Effect Analysis (FMEA) – what, why and when.
Types of FMEA – product and process
Team – set-up and roles
Getting started – scoping and boundary diagrams.
Inputs into an FMEA project – parameter diagrams.
Failure modes and effects – definition, examples and questions.
Severity and classification – definition, examples and questions.
Occurrence – definition and questions.
Controls and detection – definition, examples and questions.
Calculating risk priority numbers.
Improvements and Designs:
Outputs from an FMEA project.
Recognising good FMEAs.
Deployment of FMEAs in the design process.
Kanbans.
SMED.
Problem-solving.
Future map design.
Control and Verification:
Project management.
Option Papers.
Organizational culture to support Lean Six Sigma.
MFC600 Manufacturing Operations Learning Objectives
The course has provided you with the theory and its practical application to enable you to:
Use Lean tools in a low-risk environment.
Demonstrate the practical implementation of Lean tools.
Produce real results on real processes, where available.
Understand the fundamentals of Six Sigma and Design for Six Sigma.
Recognise best practice deployment of Six Sigma.
Select and apply appropriate Six Sigma methodologies to deliver robust, defect-free products and processes.
Use the full suite of Lean Six Sigma tools and techniques.
Define problems accurately.
Identify the key issues with a more strategic outlook.
Separate issues and symptoms.
Use a variety of Root Cause analysis tools to support improvement activities.
Use creative ways of generating potential solutions.
Understand the purpose of a Failure Mode Effect Analysis (FMEA) and its general benefits.
Recognise the difference between a product design FMEA and a process FMEA.
Recognise the importance of a team approach to FMEA completion.
Understand how to set the scope for an FMEA project and complete a boundary diagram.
Describe the inputs into an FMEA and complete a parameter diagram.
Explain how to document an FMEA study using a standard template.
Understand guidelines for rating severity, occurrence and detection.
Select and scope a suitable Lean Six Sigma Yellow Belt project.
Set-up and manage a Lean Six Sigma Yellow Belt project in a team-based environment.
Plan the next step of your Lean Six Sigma learning journey.
Project selection and scoping.
Project management and reporting.
State how to prioritise and manage risks.
This Moodle Badge Certifies Your Ability To
- To work effectively with, or as a member of, a process improvement team working in an environment supporting Lean Six Sigma.
- To analyse and refine processes to improve efficiency and remove waste using Lean.
- Reduce process variation and improve quality and consistency.
- Add value for customers, employees and shareholders by minimising process variation and waste.
- Improve performance and reduce timescales for Lean Six Sigma projects.
Programme Accreditation
The blended approach of the above programme includes all of the required elements of BSI ISO 13053 – Quantitative Methods in Process Improvement –Six Sigma and a significant number of the required elements of ISO 18404:2015 – Quantitative Methods in Process Improvement -- Six Sigma -- Competencies for key personnel and their organizations in relation to Six Sigma and Lean Implementation Lean Practitioner.
It has also been mapped against UK-SPEC Competencies:
A. Knowledge and understanding – For Chartered
Engineers: ‘Use a combination of general and specialist engineering knowledge
and understanding to optimize the application of existing and emerging
technology’ For Incorporated Engineers: ‘Use a combination of general and
specialist mechanical engineering knowledge and understanding to apply existing
and emerging technology’.
B. Design and development of processes, systems, services and products – For Chartered Engineers: ‘Apply appropriate theoretical and practical methods to the analysis and solution of mechanical engineering problems’ For Incorporated Engineers ‘Apply appropriate theoretical and practical methods to design, develop, manufacture, construct commission, operate, maintain, decommission and re-cycle mechanical engineering processes, systems, services and products’.
C. Responsibility, management or leadership – For Incorporated and Chartered Engineers: 'Provide Technical and commercial leadership'.
D. Communication and inter-personal skills – For Incorporated and Chartered Engineers: 'Demonstrate effective interpersonal skills’.
E. Professional commitment – For Incorporated and Chartered Engineers: 'Demonstrate a personal commitment to professional standards, recognising obligations to society, the profession and the environment’.
Nigel Ward
MBA, MEd, MSc (Lean Operations), FIET, Chartered MCIPD, FCMI
Associate Lecturer | Warsash
School of Maritime Science and Engineering
Solent University | East Park Terrace | Southampton SO14 0YN
Email: nigel.ward@solent.ac.uk
Co-Founder & Past Director A3 Training Ltd
- This badge has to be awarded by a user with the following role:
- Module Leader
- Language
- English