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Continuous improvement is built on company culture, ways of working, and the right tools
Lean Six Sigma Yellow Belt training gives you a clear, hands-on framework for solving problems and making work run more smoothly. You’ll learn to identify areas for improvement, analyze root causes, and take solutions into practice in a controlled way.
We draw on Lean thinking, practical problem-solving tools, and basic-level data analysis — explained clearly and in plain terms. No statistics background needed; we work through practical examples instead. The focus throughout is on applying what you learn to your own work and everyday organizational life.
What you’ll get from this course
You’ll master the key basic tools for problem-solving and teamwork, and learn to identify and analyze root causes to find effective solutions.
You’ll be able to collect and use data to support decision-making.
You’ll learn how to develop your operations through experimentation, and remove waste from your processes.
You’ll understand the principles of Lean Six Sigma and what they mean for organizational performance.
Who’s it for?
This training is aimed at supervisors and operators involved in development work.
After the training, supervisors and support staff will be equipped to solve production problems effectively, and to make a real contribution as a valuable team member on larger projects.
Learning methods
This is a two-day course combining theory, discussion, practical examples, and organization-specific deep-dive discussion.
The training is preceded by a short orientation assignment that lays the groundwork for the two days.
Participants receive a rich set of materials — models and templates that support running development projects in their own organization.
Sample schedule and content
Päivä 1
09:00Opening of the course day
Introductions
Program and objectives for the day
Reviewing the pre-assignment
Participants’ 5S & waste-analysis findings from the pre-assignment
Follow-up actions
Lean Six Sigma concepts
Background and history
The role of culture and people in Lean
Toyota’s 14 principles
The role of leadership and specialists in Lean and Six Sigma
Applied reflection, questions, and discussion
12:00Lunch break
13:00Core Lean tools and methods
5S and the 9 wastes
VA, NVA, and NNVA — value-add, non-value-add, and necessary-but-non-value-add process steps
Value-stream thinking and developing the value stream
A summary of other Lean methods that support flow
Applied reflection, questions, and discussion
The five-stage Lean Six Sigma improvement model
DMAIC: Define – Measure – Analyse – Improve – Control
Defining the problem, measuring and gathering further information, analyzing root causes, implementing improvements, and monitoring effectiveness
Setting up a development project
Applied reflection, questions, and discussion
16:00End of course day
Päivä 2
09:00Opening of the course day
Program and objectives for the day
Carefully defining the problem (Define)
Listening to the voice of customers and stakeholders
Prioritizing problems
Describing the problem
Target state
The solution team
Communication
The Lean perspective
Measuring and gathering further information (Measure)
Possible causes
Gathering further information or measurements on possible causes
Measurement and data-collection methods
Reliability of measurement systems (MSA)
Presenting data visually
Using quality tools to help
Lean’s “Go to Gemba” — study the process on-site
12:00Lunch break
13:00Analyzing root causes (Analyse)
The 5 Whys
Fishbone diagram
Failure mode and effects analysis (FMEA)
Fault tree, AND/OR operators
Relevant statistical tools:
common-cause vs. special-cause variation
correlations
regressions
hypothesis testing
Defining the solution (Improve)
Brainstorming, double-team technique
Fishbone diagram
Creative methods
Managing the risks of the solution
The Lean perspective — developing the value stream / improving flow
Kaizen — 5-day improvement bursts
Poka-Yoke — mistake-proofing solutions
Monitoring effectiveness (Control)
Tracking the impact of the solution
Relevant metrics
A quality-control plan where needed
Documenting the solution, e.g. using the A3 approach
Embedding the solution, including managing resistance to change
Rolling the solution out to other suitable areas
How to continue from here
Recap of the day and discussion
16:00End of course
Would you like an organization-specific quote?
All of our courses are also available on an organization-specific basis. The content can be tailored exactly to your development needs, and delivered for anything from a small group up to your whole staff.
Tiina Riutta works at Arter as head of sales, marketing and training. She is responsible for Arter’s sales and marketing, organizing trainings, and developing the training. Contact Tiina for any matters related to Arter’s trainings, whether you wish to participate in an open training session or arrange a customized organization-specific training.
Get in touch with Tiina directly, or request a quote!
