
No time for rapid improvement?
No time for Rapid Improvement? Recently I visited a large organisation where I met a head of department (let’s call her Susan) and her team.
Build the problem solving and process improvement capabilities of your team with this Lean Six Sigma Yellow Belt training course.
This is the course option for leaders who want their team to make a significant contribution to improvement activity within their organisation.
The team course represents a cost effective way to train up larger numbers of your people and build a movement for change.
If you want widespread knowledge and adoption of Lean Six Sigma, with maximum impact, this is a good choice for you.
Your team will gain a common approach and common language for delivering process improvement projects.
Lean Six Sigma is generally regarded as the best methodology for improving business processes. The techniques apply to anywhere in an organisation where a process is in operation. The process might be administrative, technical, production, transactional…you name it!
Lean Six Sigma helps people improve the performance of public, private and third sector organisations. It is used by countless businesses across the world to deliver better results.
This training will give your people practitioner level capability in the use of Lean Six Sigma. They will leave the course with sufficient understanding to apply the techniques in practice and demonstrate how this methodology is such an effective way of delivering better results.
Training levels in Lean Six Sigma reflect the belt system in martial arts. Yellow Belt is the first practitioner level. From that foundation, people can progress to Green Belt and Black Belt.
DMAIC is an abbreviation of the 5-step process improvement method of Define, Measure, Analyse, Improve, Control. This is an extremely well proven method for delivering improvement and is used extensively by organisations large and small across the world.
Example Video – Introduction to Continuous Improvement (expand to view full screen)
No time for Rapid Improvement? Recently I visited a large organisation where I met a head of department (let’s call her Susan) and her team.
The improvement story at Lestra Design Georges Mekies, General Manager of Lestra Design, was wondering what action he should take. For several years, Lestra had
Have you lived through endless new corporate initiatives? I have, and it can be tiresome. As an advocate of the improvement methodology known as Lean
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