Continuous Improvement (CI) has been part of business practice for decades. Essentially CI is a ‘Change for the better’. Sometimes we perform these changes as part of our day-to-day business activities, other times we need to have a specific goal or objective to achieve that takes the form of a project. Lean Six Sigma Green Belts are vital assets to any business. They are key employees equipped with specialist tools to make these ‘changes for the better’ happen. Utilising a vast array of tools, Lean Six Sigma focuses on improving speed and quality of a product or service, regardless of the industrial sector or size of the business, helping a business in becoming better and faster, providing a greater value product to the customer. Lean Six Sigma Green Belts are extremely flexible weapons in reducing costs. They can lead cost reduction projects, simply be project team members or use Lean Six Sigma tools whilst performing key everyday activities. Green Belts help a business in becoming better and faster. Green Belts impact the bottom line. Green Belt training includes Lean, Six Sigma and Change Management tools and methodologies. The training focuses on utilising the most common Lean Six Sigma and Change Management tools in the execution of medium complexity projects. The format of the training will be tutor led. The training is very interactive thus, there is a lot of emphasis on group dynamics and ensuring the attendees participate and interact with the trainer and each other. The training is conducted through the presentation, simulations, role-plays, group exercises, discussions and case studies.

By the end of this training programme, the attendees will be able to:

  1. Understand continuous improvement.
  2. Understand the Lean Six Sigma methodology and DMAIC.
  3. Understand change management tools used.
  4. Understand how to use the most important tools in DMAIC phases.
  5. Identify sources of waste and variation within the business.
  6. Use Lean Six Sigma as an efficient and effective cost reduction strategy.

To maximise the training, it is strongly recommended that each attendee would bring a project idea to the training, so they may practice the skills and methodologies learned in the training class by doing them in the project during and after the class training –  ‘learning by doing’.

The training is conducted through presentations, simulations, role plays, group exercises, discussions and case studies.

Introduction & Overview

  • Introduction to course
  • Course Agenda
  • Learning outcomes
  • Assessments

Continuous Improvement

  • History of continuous improvement
  • It’s current use in business today


  • History of Lean
  • Introduction of the Five Lean Principles
  • Value analysis – Value Adding & Non Value Adding (Waste)
  • Waste identification – TIMWOOD
  • Lean tools
  • Toyota Production System

Six Sigma

  • History of Six Sigma
  • Variation
  • Statistical Six Sigma
  • Different roles of Six Sigma
  • The relationship between DPMO Yield & Sigma levels of quality
  • Structured project teams and root cause analysis
  • DMAIC (Define, Measure, Analyse, Improve, Control)


  • The role of DMAIC in problem-solving
  • What the 5 phases entail
  • Definition of a project.
  • Project stages and stage Gates
  • Typical projects
  • Case studies

Change Management

  • What is Change Management?
  • Why is it so important?
  • How people react to change
  • How people build resistance to change
  • Leadership conditions for change
  • Change Management Process
  • Define a change in terms of current, future and transition states
  • Create an elevator speech
  • Define roles, responsibilities and relationships
  • Plan a change by surveying the business
  • Complete a stakeholder analysis
  • Identify resistance to change
  • Create Change Management action plans
  • How and when Change Management is needed in a DMAIC project


  • Project Charter
    • Problem statement
    • Goals
    • Business impact statement
    • Scope
  • Project Team Structure
    • Team behaviour, facilitating and leadership
    • Team structure
    • Team Roles
    • RACI
    • Team launch
    • Team formation
  • Project Planning
    • Project planning – and critical path analysis
    • Prepare a project team
    • Communication plan
    • Role of project manager
    • Use of project planning tools –MS Project /Prince (demo.)
    • Project costing and financial analysis
    • Risk analysis and contingency planning
    • Reporting – QUAD Charts
  • Customer Analysis
    • Gathering the voice of the customer
    • Identifying critical to quality requirements
    • Tree diagrams, Kano Analysis, Affinity diagrams
    • Creating a SIPOC
    • Validating project charter
  • Define Gate Review
    • Importance of gate reviews
    • to ask in a gate review


  • Process Mapping
    • What is a process map?
    • Benefits of a process map
    • Steps to create a process map
    • Analysing a process map
  • VSM
    • What is a VSM?
    • Benefits of a VSM
    • Steps to create a VSM
    • Analysing a VSM
    • Process lead time and process cycle efficiency
    • Identifying waste in a VSM
  • Data Collection
    • What is measurement?
    • The characteristics of a good data collection system
    • How to create a data collection system
    • Sampling
    • Use of existing data
  • Basic Statistics
    • Different types of data
    • Different types of distributions and data scales
    • Central tendency – mode, median, mean
    • Variability – standard deviation, max, min, range, variance
    • Normal distribution
    • Accuracy and precision
    • Graphical displaying data
  • Measurement System Analysis
    • What is measurement system?
    • What is MSA?
    • What is Gauge R&R?
    • How to conduct a MSA
  • Baseline calculation
    • What is the baseline calculation?
    • Importance
    • Control Charts & SPC
    • Process Capability
    • DPMO
  • Measure Gate Review
    • Importance of gate reviews
    • Questions to ask in a gate review


  • Basic Root Cause Analysis
    • What is RCA?
    • Pareto diagrams
    • Brainstorming
    • Affinity diagrams
    • Fishbone
    • 5 Whys
  • Determining Critical Root Causes
    • What is a Cause & Effect Matrix?
    • Steps to create a C & E Matrix
    • What is FMEA?
    • How to conduct an FMEA
    • Statistical Analysis
  • Analyse Gate Review
    • Importance of gate reviews
    • Questions to ask in a gate review


  • Prioritising solutions
  • Piloting solutions
  • Kaizen
    • What is Kaizen?
    • When to Kaizen?
    • How to conduct a Kaizen
    • Lean Process Improvements
      • 5S
      • Takt Time & Rate
      • Process balancing
      • Standardised work
      • Pull systems
      • JIT
    • Improve Gate Review
      • Importance of gate reviews
      • Questions to ask in a gate review


  • Control Measures
    • Mistake proofing
    • Visual management
    • Control charts
  • Control Plans
    • What is a control plan?
    • How to create a control plan
  • Project Closure
    • Project closure checklist
    • Project closure report
    • The transition of the project back to sponsor

Coaching on projects will be provided on a 1 to 1 basis or in groups as deemed appropriate by the tutor.

This course is intended for those employees within a business who are engaged in daily problem solving and/or project management, for example, Process Engineers, Quality Technicians and Engineers, Maintenance, Supervisors, Managers and Project Managers.

There are no pre-requisites for this course.

Each attendee will receive a certificate of completion of the training course at the end of Day 8 once they successfully pass the examination. This course also is a FETAC level 5 certified course. The FETAC certification is set out in FETAC Module descriptor, Lean Manufacturing Tools Level 5 L22586. The certification will require completion by each attendee of an Assignment, Skills Demonstration and a Project as described in FETAC Module Descriptor, Lean Manufacturing Tools Level 5 L22586. After completion of Day 8, the expectation is that each attendee will complete the portfolio of assessment as outlined in FETAC Module Descriptor, Lean Manufacturing Tools Level 5 L22586.

List of available dates for the Lean Six Sigma course:

Date & Location
Please contact us for the next available dates.