Six Sigma Yellow Belt Certification
4.7 /5- Offered byThe Council for Six Sigma Certification
Six Sigma Yellow Belt Certification at The Council for Six Sigma Certification Overview
Mode of learning | Online |
Official Website | Go to Website  |
Credential | Certificate |
Six Sigma Yellow Belt Certification at The Council for Six Sigma Certification Highlights
- Earn a certificate upon completion
Six Sigma Yellow Belt Certification at The Council for Six Sigma Certification Course details
- A Council for Six Sigma Certification (CSSC) Certified Six Sigma Yellow Belt is an individual who has attained a basic knowledge of Six Sigma, but does not lead projects on their own
- They are often responsible for the development of process maps to support Six Sigma projects
- In addition, Yellow Belts may often be responsible for running smaller process improvement projects using the PDCA (Plan, Do, Check, Act) methodology
Six Sigma Yellow Belt Certification at The Council for Six Sigma Certification Curriculum
What is Six Sigma?
Data Driven Processes and Decisions
Decision Making Without Six Sigma
Decision Making With Six Sigma
Defining Six Sigma
Real World Examples
Calculating Sigma Level
Sigma Level Is Not a Final Indicator
Common Six Sigma Principles
Customer-Focused Improvement
Value Streams
Continuous Process Improvement
Variation
Removing Waste
Equipping People
Controlling the Process
Challenges of Six Sigma
Lack of Support
Lack of Resources or Knowledge
Poor Project Execution
Data Access Issues
Concerns about Using Six Sigma in a Specific Industry
Six Sigma History and Application
The Development of Statistical Process Control
Continuous Process Improvement: Toyota and Lean
Motorola’s Focus on Defects
ABB, Allied Signal, and General Electric
Continued Growth of Six Sigma
Applying Six Sigma Knowledge
The Levels of Six Sigma Certification
White Belt
Yellow Belt
Green Belt
Black Belt
Master Black Belt
Certification Exams
Other Process Improvement and Quality Methods
Other Formal Quality or Process Improvement Programs
Lean Process Management
Total Quality Management
Business Process Reengineering
Rummler-Brache
Scrum
The Customer Experience Management Method (CEM)
JumpStart
When to Choose Six Sigma
When Facing the Unknown
When Problems Are Widespread and Not Defined
When Solving Complex Problems
When Costs Are Closely Tied to Processes
Lean Concepts
The Seven Muda
Overproduction
Correction
Inventory
Motion
Conveyance
Over-Processing
Waiting
Other Forms of Waste
Talent
Ideas
Capital/Cash
Two Types of Muda
Type I Muda
Type II Muda
5S
Phase I: Sort
Phase 2: Straighten
Phase 3: Shine
Phase 4: Standardize
Phase 5: Sustain
Just-in-Time Manufacturing
Lean Concepts Crop Up in Many Improvement Methodologies
Basic Six Sigma Concepts
Standard Deviation
The Pareto Principle
Creating a Basic Pareto Chart in Excel
Voice of the Customer
Building a VOC Campaign
Selecting the Right VOC Tools
The Likert Scale
Basic Metrics
Defects per Million Opportunities
Defects per Unit
First Time Yield (FTY)
Rolled Throughput Yield (RTY)
Approaching the Problem
Problem Functions: y = f(x)
The 5 Whys
When to Use 5 Whys
Conducting a 5 Whys Session
Creating a Problem Statement
Example of a Strong Problem Statement
Example of a Weak Problem Statement
Writing Your Own Problem Statement
Problem Statements Lead to Objective Statements/Goals
What is a Process?
What is a Process?
Four Layers of the Process Definition
The Steps
Processing Time
Interdependencies
Resources and Assignment
Major Process Components
Inputs
Outputs
Events
Tasks
Decisions
All Components Are Related
Process Owners
What does a process owner do?
Data
Defining Process Components: The SIPOC
Benefits of a SIPOC Diagram
Creating a SIPOC Diagram
Tips for a SIPOC Brainstorming Session
Sample SIPOC Diagrams
Business-Level SIPOC Diagram
SIPOC of an Automated Process
SIPOC with Enablers Noted
Create Your Own SIPOC Diagram
Other courses offered by The Council for Six Sigma Certification
Student Forum
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