Six Sigma Green

Six sigma Green belt – Preparing you for Black belt qualification training.

Thinking of implementing six sigma practices in your business then this is for you.


The new Six Sigma has had no less than a dazzling debut, starting in late 1994 with AlliedSignal. Originated in 1987 at Motorola, Six Sigma was adopted by very few companies, though it was not taken very seriously. Only after AlliedSignal (now known as Honeywell) demonstrated Six Sigma's effectiveness in redefining a company, achieving dramatic results and more importantly positively affecting the lives of thousands of employees, did Six Sigma catch the imagination of corporate America. General Electric (GE) adopted Six Sigma in 1996 with a vengeance.

With Jack Welch (GE) and Larry Bossidy (AlliedSignal) promoting the effectiveness and necessity of Six Sigma, the Six Sigma tsunami began. A former Motorola quality leader, Richard Schroeder, was the chief advisor to both these dynamic leaders. In fact, Richard lead the AlliedSignal Six Sigma deployment for Larry. With the leadership of these three spiritual leaders, hundreds of companies have met the challenge of deploying Six Sigma into their businesses. There are very few stories of failed deployments.

Master the lessons of the world's best Six Sigma deployments
Learn from the experiences of AlliedSignal, Motorola, 3M, and fifty other Six Sigma leaders
Link Six Sigma directly to your balance sheet
Set aggressive, measurable business goals and achieve them
Plan and execute a flawless launch within 90 days!
Define priorities, organize teams, choose partners, structure enterprise-wide deployments, and more
Sustain Six Sigma for the long term
Using a clearly defined leadership roadmap, align organization structure, compensation, succession planning, IT resources, and more
Avoid the classic Six Sigma "failure modes"
Why Six Sigma projects fail, and how to keep it from happening to you

Course Outline Green belt
I. Why Six Sigma?
Definition and Graphical View of Six Sigma Comparisons Between typical TQM and Six Sigma Programs Origins and Success Stories

II. How to Deploy Six Sigma Leadership Responsibilities Description of the Roles and Responsibilities Resource Allocation Data Driven Decision Making Organizational Metrics and Dashboards

III. DEFINE: Project Definition Tasks Work Breakdown Structure Pareto Diagrams Process Maps Matrix Diagrams Project Charters Reporting

IV. DEFINE: Project Scheduling Activity Network Diagram PERT Analysis GANNT Chart

V. DEFINE: Change Management/Teams Problems with Change Achieving Buy-In Team Formation, Rules, and Responsibility Stages of Team Development Overcoming Problems Consensus Building Tools Affinity Diagram Nominal Group Technique Prioritization Matrix

VI. MEASURE: Tools and Objectives Measure Stage Objectives Flowcharts Process Maps SIPOC Box-Whisker Plots Cause and Effect Diagrams Check Sheets Interrelationship Diagram Stem and Leaf Plots

VII. MEASURE: Establishing Process Baseline Enumerative v. Analytic Statistics Process Variation Benefits of Control Charts Requirements v. Control Control Chart Interpretation

VIII. MEASURE: X-Bar Charts Uses Construction and Calculations Assumptions Rational Subgroups Sampling Considerations Interpretation

IX. MEAUSRE: Individuals Data Uses Construction and Calculations Assumptions Sampling Considerations Interpretation Overview of Other Individuals Charts Run Charts Moving Average Charts EWMA Charts

X. MEASURE: Process Capability Histograms Probability Plots Goodness of Fit Tests Capability and Performance Indices Relative to Process Control Interpretation Estimating Error

XI. MEASURE: Attribute Charts Uses Selection Construction and Calculations Sampling and Considerations

XII. ANALYZE: Introduction to Regression Analysis Scatter Diagrams Linear Model Interpreting the ANOVA Table Confidence and Prediction Limits Residuals Analysis Overview of Multiple Regression Tools

XIII. ANALYZE: Lean Thinking Definition of Waste Analyzing Processes for NVA Cycle Effencies Lead Time and Velocity Methods to Increase Velocity Standardization Optimization Spaghetti Diagrams 5S Level Loading Flow Setup Reductions

XIV. IMPROVE: Tools and Objectives Improve Stage Objectives Tools to Prioritize Improvement Opportunities Tools to Define New Process Flow Tools to Define and Mitigate Failure Modes PDPC FMECA Preventing Failures Reference to Tools for Defining New Process Levels

XV. CONTROL: Tools and Objectives Control Stage Objectives Control Plans Training Measuring Improvement