Lean Six Sigma Green Belt Training
Lean Six Sigma Green Belts are the first layer of practitioners in your initiative that combine Lean and Six Sigma into one powerful platform. Lean Six Sigma Green Belts are trained to utilize the fundamental Lean Six Sigma tools to improve processes, typically in their respective department or unit.
A key obligation for associates to be trained as Lean Six Sigma Green Belts should be the requirement to work and complete projects. Only actual change driven through projects will yield improvements in patient care and outcomes, as well as improve the financial performance of the organization.
Typical Lean Six Sigma Green Belt training is a 10-day program, completed in two 5- day sessions. Mentoring for Green Belts can either be provided by Healthcare Excellence Institute, or, in the case of an organization with Lean Six Sigma Black Belts and Master Black Belts, the mentoring can be provided using internal resources.
Our Six Sigma Green Belt training is typically delivered on site and is tailored to your specific needs and environments. It contains many hands on applications of the tools to the actual projects being worked on, even during the training, setting a precedence and expectation of ‘can do’.
We also offer public Lean Six Sigma workshops. Please contact us for available dates.
A sample of our Lean Six Sigma Green Belt training topics includes:
- Lean Six Sigma Philosophy.
- Lean Six Sigma Improvement Model.
- Project Management.
- Process Mapping.
- Value Stream Mapping.
- Lean Basics I & II.
- 7 types of waste.
- Spaghetti Charts.
- Visual Workplace.
- Workstation Layout.
- Video Process Analysis.
- Basic Data Acquisition Techniques.
- Failure Modes and Effects Analysis (FMEA).
- Basic Analysis Tools.
- Statistical Process Control.
- Introduction to MBF.
- Capacity Analysis.
- Work Balancing.
- Standard Work.
- Product Delivery Systems.
- Bottleneck Analysis.
- Push vs. Pull Systems.
For a complete listing of the program and your specific content options please Contact Us.
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