Six Sigma Yellow Belt Specialization

Start Date: 07/12/2020

Course Type: Specialization Course

Course Link:

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About Course

This specialization is for you if you are looking to learn more about Six Sigma or refresh your knowledge of the basic components of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes, performance, and quality assurance. In this specialization, you will learn proven principles and tools specific to six sigma and lean. This is a sequential, linear designed specialization that covers the introductory level content (at the "yellow belt" level) of Six Sigma and Lean. Yellow Belt knowledge is needed before advancing to Green Belt (which is a second specialization offered here on Coursera by the USG). Green Belt knowledge is needed before moving to a Black Belt. The proper sequence of this specialization is: Course #1 - Six Sigma Fundamentals Course #2 - Six Sigma Tools for Define and Measure Course #3 - Six Sigma Tools for Analyze Course #4 - Six Sigma Tools for Improve and Control At the end of Course #4 (Six Sigma Tools for Improve and Control), there is a peer-reviewed, capstone project. Successful completion of this project is necessary for full completion of this specialization. It should be noted that completing either the Yellow Belt or Green Belt Specializations does not give the learner "professional accreditation" in Six Sigma. However, successful completion will assist in better preparation for such professional accreditation testing.

Course Syllabus

Six Sigma Principles
Six Sigma Tools for Define and Measure
Six Sigma Tools for Analyze
Six Sigma Tools for Improve and Control

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Course Introduction

Improve Your Career With Six Sigma Knowledge. Learn proven principles and tools to improve quality assurance in your organization Six Sigma Yellow Belt Specialization This course is for credentialed, highly motivated young adults who are interested in Six Sigma, or in preparing for a Certified Six Sigma Green Belt (Certified Six Sigma Green Belt, or 6 Sigma Master Green Belt), or in pursuing an associate's degree in Six Sigma, or in any skill-building endeavor. This is an advanced course, intended for advanced professionals or students who are seeking to level up their skills in the use of Six Sigma. If you are thinking about a career in Six Sigma, or in the search for one, or if you are thinking about joining a company that offers Basic or Advanced Level of Service, or if you are just interested in a change of pace, this course is for you! At the conclusion of this course, you will be able to: - Perform a simple analysis of a company and its employees, to better understand the culture of the company and the skills needed for that culture to be developed - Design a system-level plan for improving the culture of a company - Apply the system-level plan within the company, for the entire organization - Engage in self-assessments to better understand one's own skills and to identify areas of focus for improvement If you enjoy this, and want to get more out of life, join our club: Helpful Resources: http://learn2s

Course Tag

Project Management Lean Six Sigma Binomial Distribution Six Sigma

Related Wiki Topic

Article Example
Lean Six Sigma Lean Six Sigma utilizes the DMAIC phases similar to that of Six Sigma. Lean Six Sigma projects comprise aspects of Lean's waste elimination and the Six Sigma focus on reducing defects, based on critical to quality (CTQ) characteristics. The DMAIC toolkit of Lean Six Sigma comprises all the Lean and Six Sigma tools. 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 white belts, yellow belts, green belts, black belts and master black belts, similar to judo.
Six Sigma 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. 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 American Society for Quality 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.
Six Sigma Some organizations use additional belt colours, such as "Yellow Belts", for employees that have basic training in Six Sigma tools and generally participate in projects and "White belts" for those locally trained in the concepts but do not participate in the project team. "Orange belts" are also mentioned to be used for special cases.
Six Sigma "Six Sigma" was registered June 11, 1991 as . In 2005 Motorola attributed over US$17 billion in savings to Six Sigma.
Six Sigma 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 confidence trick.
Six Sigma Six Sigma mostly finds application in large organizations. An important factor in the spread of Six Sigma was GE's 1998 announcement of $350 million in savings thanks to Six Sigma, a figure that later grew to more than $1 billion. According to industry consultants like Thomas Pyzdek and John Kullmann, companies with fewer than 500 employees are less suited to Six Sigma implementation or need to adapt the standard approach to make it work for them. Six Sigma however contains a large number of tools and techniques that work well in small to mid-size organizations. The fact that an organization is not big enough to be able to afford Black Belts does not diminish its abilities to make improvements using this set of tools and techniques. The infrastructure described as necessary to support Six Sigma is a result of the size of the organization rather than a requirement of Six Sigma itself.
Six Sigma In , some practitioners have combined Six Sigma ideas with lean manufacturing to create a methodology named Lean Six Sigma. The Lean Six Sigma methodology views lean manufacturing, which addresses process flow and waste issues, and Six Sigma, with its focus on variation and design, as complementary disciplines aimed at promoting "business and operational excellence". Companies such as GE, Verizon, GENPACT, and IBM use Lean Six Sigma to focus transformation efforts not just on efficiency but also on growth. It serves as a foundation for innovation throughout the organization, from manufacturing and software development to sales and service delivery functions.
Six Sigma Six Sigma identifies several key roles for its successful implementation.
Six Sigma One criticism voiced by Yasar Jarrar and Andy Neely from the Cranfield School of Management's Centre for Business Performance is that while Six Sigma is a powerful approach, it can also unduly dominate an organization's culture; and they add that much of the Six Sigma literature – in a remarkable way (six-sigma claims to be evidence, scientifically based) – lacks academic rigor:
Lean Six Sigma During the 2000s Lean Six Sigma broke off of Six Sigma.
Six Sigma Within the individual phases of a DMAIC or DMADV project, Six Sigma utilizes many established quality-management tools that are also used outside Six Sigma. The following table shows an overview of the main methods used.
Six Sigma 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.
Design for Six Sigma six sigma design usually called design for six sigma DFSS and DDICA tools. This methodology begins with defining
Lean Six Sigma The first concept of Lean Six Sigma was created in 2001 by a book titled "Leaning into Six Sigma: The Path to integration of Lean Enterprise and Six Sigma" by Barbara Wheat, Chuck Mills, Mike Carnell.
Six Sigma The DMADV project methodology, known as DFSS ("Design For Six Sigma"), features five phases:
Six Sigma Features that set Six Sigma apart from previous quality-improvement initiatives include:
Six Sigma 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 statisticians in a separate quality department. Formal Six Sigma programs adopt a kind of elite ranking terminology (similar to some martial arts systems, like Kung-Fu and Judo) to define a hierarchy (and special career path) that includes all business functions and levels.
Lean Six Sigma For each of these belt levels skill sets are available that describe which of the overall Lean Six Sigma tools are expected to be part at a certain Belt level. These skill sets provide a detailed description of the learning elements that a participant will have acquired after completing a training program. The level upon which these learning elements may be applied is also described. The skill sets reflects elements from Six Sigma, Lean and other process improvement methods like the theory of constraints (TOC) total productive maintenance (TPM).
Six Sigma Hence the widely accepted definition of a six sigma process is a process that produces 3.4 defective parts per million opportunities (DPMO). This is based on the fact that a process that is normally distributed 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. However, it should be noted that 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.
Design for Six Sigma Historically, although the first successful Design for Six Sigma projects in 1989 and 1991 predate establishment of the DMAIC process improvement process, Design for Six Sigma (DFSS) is accepted in part because Six Sigma organisations found that they could not optimise products past three or four Sigma without fundamentally redesigning the product, and because improving a process or product after launch is considered less efficient and effective than designing in quality. ‘Six Sigma’ levels of performance have to be ‘built-in’.