Lean Six Sigma Green Belt
The Lean Six Sigma Green Belt Certification program is the second stage in the Lean Six Sigma Masters program. You’ll learn the core principles of Lean Six Sigma, how to implement quality projects and applications, and how to use the Minitab tool for effective statistical analysis. G lobally-Recognized and Industry-Trusted Lean Six Sigma Green Belt C ertification. Lean Six Sigma Green Belt certification from Six Sigma Global Institute (SSGI) will help you stand out from the competition, open new career opportunities and increase your salary. As a Certified Green Belt Professional, you will be qualified to lead small.
You must be a registered system user and registered to this course to proceed.This Lean Six Sigma Green Belt training course is 100% online and features SigmaXL as the primary statistical analysis application used throughout the course. This powerful statistical analysis software will give you the ability to perform the same analytical exercises shown in all examples contained in the training course. Each module is complete with exercises that give step by step-by-step instructions to perform the analysis using SigmaXL. At the end of your training, you will be able to use SigmaXL for data analysis to function as a Lean Six Sigma professional.Because this is a 100% online course, you can work at your own pace.
The course is made up of professionally narrated eLearning modules and 17 interactive quizzes that will solidify skills learned in each lesson. You can complete this Green Belt training course by passing all five D.M.A.I.C Phase chapter tests and your Green Belt certification exam.
.Six Sigma ( 6σ) is a set of techniques and tools for process improvement. It was introduced by engineer while working at in 1980. Made it central to his business strategy at in 1995. A six sigma process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically expected to be free of defects.Six Sigma strategies seek to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing in. It uses a set of methods, mainly, and creates a special infrastructure of people within the organization who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has specific value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits.The term Six Sigma (capitalized because it was written that way when registered as a Motorola trademark on December 28, 1993) originated from terminology associated with statistical modeling of manufacturing. The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentage of defect-free products it creates—specifically, within how many standard deviations of a the fraction of defect-free outcomes corresponds to.
Motorola set a goal of 'six sigma' for all of its manufacturing. Main article:The DMAIC project methodology has five phases:. Define the system, the voice of the customer and their requirements, and the project goals, specifically.
Measure key aspects of the current process and collect relevant data; calculate the 'as-is' Process Capability. Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Seek out root cause of the defect under investigation. Improve or optimize the current process based upon data analysis using techniques such as, or mistake proofing, and standard work to create a new, future state process. Set up pilot runs to establish.
Control the future state process to ensure that any deviations from the target are corrected before they result in defects. Implement such as, production boards, visual workplaces, and continuously monitor the process.
This process is repeated until the desired quality level is obtained.Some organizations add a Recognize step at the beginning, which is to recognize the right problem to work on, thus yielding an RDMAIC methodology. DMADV or DFSS. Statistical and fitting tools. /.
Cause & effects diagram (also known as fishbone or ). /Control plan (also known as a swimlane map)/. /. //. //. (QFD). through use of (EFM) systems.
analysis ( Suppliers, Inputs, Process, Outputs, Customers). analysis (Customer centric version/perspective of SIPOC). /.Implementation roles One key innovation of Six Sigma involves the absolute 'professionalizing' of quality management functions. Prior to Six Sigma, quality management in practice was largely relegated to the production floor and to in a separate quality department.
Formal Six Sigma programs adopt a kind of elite ranking terminology (similar to some martial arts systems, like judo) to define a hierarchy (and special career path) that includes all business functions and levels.Six Sigma identifies several key roles for its successful implementation. Executive Leadership includes the CEO and other members of top management. They are responsible for setting up a vision for Six Sigma implementation.
They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements by transcending departmental barriers and overcoming inherent resistance to change. Champions take responsibility for Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from upper management.
Champions also act as mentors to Black Belts. Master Black Belts, identified by Champions, act as in-house coaches on Six Sigma. They devote 100% of their time to Six Sigma.
They assist Champions and guide Black Belts and Green Belts. Apart from statistical tasks, they spend their time on ensuring consistent application of Six Sigma across various functions and departments. Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their valued time to Six Sigma. Main article:General Electric and Motorola developed certification programs as part of their Six Sigma implementation, verifying individuals' command of the Six Sigma methods at the relevant skill level (Green Belt, Black Belt etc.). Following this approach, many organizations in the 1990s started offering Six Sigma certifications to their employees.
In 2008 Motorola University later co-developed with Vative and the Lean Six Sigma Society of Professionals a set of comparable certification standards for Lean Certification. Criteria for Green Belt and Black Belt certification vary; some companies simply require participation in a course and a Six Sigma project. There is no standard certification body, and different certification services are offered by various quality associations and other providers against a fee. The for example requires Black Belt applicants to pass a written exam and to provide a signed affidavit stating that they have completed two projects or one project combined with three years' practical experience in the body of knowledge. Etymology of 'six sigma process' The term 'six sigma process' comes from the notion that if one has six between the process and the nearest specification limit, as shown in the graph, practically no items will fail to meet specifications. This is based on the calculation method employed in.Capability studies measure the number of standard deviations between the process mean and the nearest specification limit in sigma units, represented by the Greek letter σ. As process standard deviation goes up, or the mean of the process moves away from the center of the tolerance, fewer standard deviations will fit between the mean and the nearest specification limit, decreasing the sigma number and increasing the likelihood of items outside specification.
One should also note that calculation of Sigma levels for a process data is independent of the data being normally distributed. In one of the criticisms to Six Sigma, practitioners using this approach spend a lot of time transforming data from non-normal to normal using transformation techniques. It must be said that Sigma levels can be determined for process data that has evidence of non-normality. Graph of the, which underlies the statistical assumptions of the Six Sigma model. In the centre at 0, the Greek letter μ (mu) marks the, with the horizontal axis showing distance from the mean, marked in and given the letter σ (sigma). The greater the standard deviation, the greater is the spread of values encountered.
For the green curve shown above, μ = 0 and σ = 1. The upper and lower specification limits (marked USL and LSL) are at a distance of 6σ from the mean. Because of the properties of the normal distribution, values lying that far away from the mean are extremely unlikely: approximately 1 in a billion too low, and the same too high.
Even if the mean were to move right or left by 1.5σ at some point in the future (1.5 sigma shift, coloured red and blue), there is still a good safety cushion. This is why Six Sigma aims to have processes where the mean is at least 6σ away from the nearest specification limit. Role of the 1.5 sigma shift Experience has shown that processes usually do not perform as well in the long term as they do in the short term.
As a result, the number of sigmas that will fit between the process mean and the nearest specification limit may well drop over time, compared to an initial short-term study. To account for this real-life increase in process variation over time, an empirically based 1.5 sigma shift is introduced into the calculation.
According to this idea, a process that fits 6 sigma between the process mean and the nearest specification limit in a short-term study will in the long term fit only 4.5 sigma – either because the process mean will move over time, or because the long-term standard deviation of the process will be greater than that observed in the short term, or both.Hence the widely accepted definition of a six sigma process is a process that produces 3.4 (DPMO). This is based on the fact that a process that is will have 3.4 parts per million outside the limits, when the limits are six sigma from the 'original' mean of zero and the process mean is then shifted by 1.5 sigma (and therefore, the six sigma limits are no longer symmetrical about the mean). The former six sigma distribution, when under the effect of the 1.5 sigma shift, is commonly referred to as a 4.5 sigma process. The failure rate of a six sigma distribution with the mean shifted 1.5 sigma is not equivalent to the failure rate of a 4.5 sigma process with the mean centered on zero. This allows for the fact that special causes may result in a deterioration in process performance over time and is designed to prevent underestimation of the defect levels likely to be encountered in real-life operation.The role of the sigma shift is mainly academic. The purpose of six sigma is to generate organizational performance improvement.
It is up to the organization to determine, based on customer expectations, what the appropriate sigma level of a process is. The purpose of the sigma value is as a comparative figure to determine whether a process is improving, deteriorating, stagnant or non-competitive with others in the same business. Six sigma (3.4 DPMO) is not the goal of all processes.Sigma levels. — 1.5 sigma shift The statistician has dismissed the 1.5 sigma shift as 'goofy' because of its arbitrary nature. Its universal applicability is seen as doubtful.The 1.5 sigma shift has also become contentious because it results in stated 'sigma levels' that reflect short-term rather than long-term performance: a process that has long-term defect levels corresponding to 4.5 sigma performance is, by Six Sigma convention, described as a 'six sigma process.' The accepted Six Sigma scoring system thus cannot be equated to actual normal distribution probabilities for the stated number of standard deviations, and this has been a key bone of contention over how Six Sigma measures are defined.
The fact that it is rarely explained that a '6 sigma' process will have long-term defect rates corresponding to 4.5 sigma performance rather than actual 6 sigma performance has led several commentators to express the opinion that Six Sigma is a. See also. – a philosophical focus on continuous improvement of processes.References.
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Lean Six Sigma Green Belt Salary
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