Lean Six Sigma: a business improvement and quality assurance methodology
Synopsis
Lean Six Sigma is a synergized managerial concept of Lean and Six Sigma. Lean traditionally focuses on the elimination of the seven kinds of wastes/muda classified as defects, overproduction, transportation, waiting, inventory, motion and over processing. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in (manufacturing and business) processes. Synergistically, Lean aims to achieve continuous flow by tightening the linkages between process steps while Six Sigma focuses on reducing process variation (in all its forms) for the process steps thereby enabling a tightening of those linkages. In short, Lean exposes sources of process variation and Six Sigma aims to reduce that variation enabling a virtuous cycle of iterative improvements towards the goal of continuous flow.
The training for Lean Six Sigma is provided through the belt based training system similar to that of Six Sigma. The belt personnel are designated as yellow belts, green belts, black belts and master black belts, similar to judo.

IASSC universally accepted Lean Six Sigma Body of Knowledge for Yellow Belts.
Define Phase

1. Basics/meaning of Six Sigma
2. History of Six Sigma and Continuous Improvement
3. Deliverables of a Lean Six Sigma project
4. The problem solving strategy y = f(x)
5. The Voice of the Customer (VOC)
6. LSS roles and responsibilities
7. Defining a process
8. Critical to Quality characteristics (CTQ’s)
9. Cost of Poor Quality (COPQ)
10. Pareto Analysis
11. Basic Six Sigma metrics (DPU, DPMO, FTY, RTY Cycle Time)
12. Building a Business Case and Project Charter
13. Developing project metrics
14. Financial evaluation and benefits capture
15. Understanding Lean
16. History of Lean
17. Lean and Six Sigma
18. Seven elements of waste
19. 5S

Measure Phase

1. Cause and effect
2. Process Mapping, SIPOC, VSM
3. X-Y Diagram
4. FMEA
5. Basic statistics
6. Precision and Accuracy
7. Process Capability

Control Phase

1. Control methods for 5S
2. Kanban
3. Poka-Yoke
4. Cost Benefit Analysis
5. Elements of the Control/Response Plans

IASSC universally accepted Lean Six Sigma Body of Knowledge for Green Belts.
Define Phase

1. Basics/meaning of Six Sigma
2. History of Six Sigma and Continuous Improvement
3. Deliverables of a Lean Six Sigma project
4. The problem solving strategy y = f(x)
5. The Voice of the Customer (VOC)
6. LSS roles and responsibilities
7. Defining a process
8. Critical to Quality characteristics (CTQ’s)
9. Cost of Poor Quality (COPQ)
10. Pareto Analysis
11. Basic Six Sigma metrics (DPU, DPMO, FTY, RTY Cycle Time)
12. Building a Business Case and Project Charter
13. Developing project metrics
14. Financial evaluation and benefits capture
15. Understanding Lean
16. History of Lean
17. Lean and Six Sigma
18. Seven elements of waste
19. 5S

Measure Phase

1. Cause and effect
2. Process Mapping, SIPOC, VSM
3. X-Y Diagram
4. FMEA
5. Basic Statistics
6. Descriptive Statistics
7. Precision and Accuracy
8. Process Capability

Analyze Phase

1. Patterns of Variation
2. Inferential Statistics
3. Hypothesis Testing
4. Hypothesis Testing with Normal Data (1 and 2 sample t-test, One Way ANOVA)
5. Hypothesis Testing with non-Normal Data (Mann Whitney, Kruskal Wallis, One and Two Sample Proportion etc

Improve Phase

1. Simple Linear Regression (Correlation, Regression Equations and Residuals Analysis)
2. Multiple Regression Analysis (Non Linear Regression, Multiple Linear Regression, Box Cox etc)

Control Phase

1. Control methods for 5S
2. Kanban
3. Poka-Yoke
4. Cost Benefit Analysis
5. Elements of the Control/Response Plans
6. Statistical Process Control (IMR Chart, X-Bar R Chart, U Chart, P Chart, NP Chart, X-Bar S Chart, CUMSUM Chart etc
7. Control Chart anatomy

IASSC universally accepted Lean Six Sigma Body of Knowledge for Black Belts
Define Phase

1. Basics/meaning of Six Sigma
2. History of Six Sigma and Continuous Improvement
3. Deliverables of a Lean Six Sigma project
4. The problem solving strategy y = f(x)
5. The Voice of the Customer (VOC)
6. LSS roles and responsibilities
7. Defining a process
8. Critical to Quality characteristics (CTQ’s)
9. Cost of Poor Quality (COPQ)
10. Pareto Analysis
11. Basic Six Sigma metrics (DPU, DPMO, FTY, RTY Cycle Time)
12. Building a Business Case and Project Charter
13. Developing project metrics
14. Financial evaluation and benefits capture
15. Understanding Lean
16. History of Lean
17. Lean and Six Sigma
18. Seven elements of waste
19. 5S

Measure Phase

1. Cause and effect
2. Process Mapping, SIPOC, VSM
3. X-Y Diagram
4. FMEA
5. Basic Statistics
6. Descriptive Statistics
7. Precision and Accuracy
8. Process Capability

Analyze Phase

1. Patterns of Variation
2. Inferential Statistics
3. Hypothesis Testing
4. Hypothesis Testing with Normal Data (1 and 2 sample t-test, One Way ANOVA)
5. Hypothesis Testing with non-Normal Data (Mann Whitney, Kruskal Wallis, One and Two Sample Proportion etc

Improve Phase

1. Simple Linear Regression (Correlation, Regression Equations and Residuals Analysis)
2. Multiple Regression Analysis (Non Linear Regression, Multiple Linear Regression, Box Cox etc)
3. Design of Experiments (Objectives, Methods and Considerations)
4. Full Factorial Experiments
5. Fractional Factorial Experiments

Control Phase

1. Control methods for 5S
2. Kanban
3. Poka-Yoke
4. Cost Benefit Analysis
5. Elements of the Control/Response Plans
6. Statistical Process Control (IMR Chart, X-Bar R Chart, U Chart, P Chart, NP Chart, X-Bar S Chart, CUMSUM Chart etc
7. Control Chart anatomy
8. Center Line and Control Limits calculation

Belt category	Estimated number of days for training
Yellow	3
Green	5
Black	7