Yellow Belt - thegreendotgroup.com · Yellow Belt Training Outline: •History, Background and Gurus •Lean Six Sigma Overview •Basic Problem-Solving Tools • A3 Problem-Solving

Yellow BeltEmpowering local level improvement

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FAMILY

DREAM BIG

PASSION

INTEGRITY

RELATIONSHIPS

Organizations don’t change the world. People do.

We are committed to people-building. Our belief is that all great transformations start by focusing on the people first, giving them the skills they need to make and lead change.

It is our goal to inspire cultures where everyone feels like they are embraced as part of a caring work family. Through these families, relationships, and collaborations people can achieve great things, going home each day knowing that they have made a positive difference through their work.

Introductions

• Name

• Role

• Experience with improvement projects and tools

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Ground RulesRules for effective meeting management.

Parking LotA place to capture items for future discussion.

A tool to keep meeting on topic.

Plus/DeltaA way to gauge the success of a meeting.

A method for capturing what went well and suggestions for change.

Who, What, WhenA way to capture action items. Details who will do what, by when.

A list of tasks, responsibilities and deadlines.

+/ ˄ www

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Ground RulesLeave titles at the door

Commit to being engaged

All ideas, comments, opinions are welcome

Spelling doesn’t count

Adult learning space

Above all, have fun!

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Building Consensus

Not good Needs more discussion

Okay Good Best

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Let’s discuss expectations…• Define Lean Six Sigma and

the application of the DMAIC process.

• Summarize the benefits of applying Lean Six Sigma principles to improving processes.

• Identify opportunities for improvement.

• Facilitate local level improvement using improvement tools such as process mapping, brainstorming, and PDCA.

Yellow Belt Training Outline:• History, Background and Gurus• Lean Six Sigma Overview• Basic Problem-Solving Tools

• A3 Problem-Solving• Data-Driven Improvement• Voice of the Customer• Exploring Root Cause• Revisiting Waste• PDCA• 5S

• Becoming Certified• Yellow Belt Summary and Quiz

Yellow Belt TrainingThe Eyes and Ears of the Organization…• Develop ability to identify 8 types of wastes in processes• Develop and apply 5S principles and tools• Introduction and application of Value Stream Mapping• Develop and apply PDCA principles and skills• Introduction to Process Improvement• A3 Thinking

Creating Organizational Capability – Lean Six Sigma

3 Common Myths About Lean Six Sigma

• Projects take too long• We don’t have data so we can’t use Lean Six Sigma Principles• The terms and tools used in Lean Six Sigma are very confusing


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Lean Six Sigma is…

The endless pursuit of perfection. Systematic elimination of waste and variation.

Providing customers exactly what they need, when they need it.

Every activity focused on the customer.

Progress is real and measurable. It is data-driven.


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Lean Six Sigma is…The endless pursuit of perfection. Systematic elimination of waste and variation.

Providing customers exactly what they need, when they need it.

Every activity focused on the customer.

Progress is real and measurable. It is data-driven.


Source:http://www.sixsigmatrainingfree.com/general-history-of-six-sigma--continuous-improvement.html 15

Source: “Lean Six Sigma.” A Fusion of Pan-Pacific Process Improvement Malcolm T. Upton (Master Black Belt, George Group)16

Six Sigma Gurus

Six Sigma Gurus

Lean Gurus

The term “Six Sigma” was coined at Motorola Corporation in 1980 as they embarked on their quality improvement journey.

The term “Lean” was coined by John Krafcik in 1988 in his article “Triumph of the Lean Production System”. An article written about Toyota.

Nerd Alert!

SYSTEMATICIMPROVEMENT

IMPROVING HOW YOU IMPROVE

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02

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Creating Capability – Improvement Systems

CAPABILITIESSYSTEMS & STRUCTURES

EXECUTION

Capabilities Empower all workforce as change agents. Provide them with the skills they need to make and lead change.

Systemsand Structures

Deploy systems and structures to support the organization in realizing its goals. Focus key processes that support strategy, leadership, customers, workforce, and operations. Rely on data to monitor progress and support decision making.

Execution Apply capabilities to get prioritized work done through the organization’s systems and structures.

What is Lean?• With respect for people, Lean focuses on

identification and elimination of waste in order to maximize value.

What is Six Sigma?• Name of improvement methodology that uses

the DMAIC framework. Focuses on reducingvariation and defects.

Ultimately, Lean Six Sigma is about respect for people. It is about adopting a mindset that focuses on growth, learning, and continuously improving to achieve what has not yet been achieved.

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The happy marriage of Lean and Six Sigma

“ Lean Six Sigma combines the two most important improvement trends of our time:

making work better (using Six Sigma) and making work faster (using Lean).”

Michael L. GeorgeFounder of the George Group.

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Highly Reliable and Repeatable

Defect-free rate

Highly Reliable and RepeatableSigma Level Defects per Million

OpportunitiesDefect-free Rate

σ

σ

σ

σ

σ

σ

12 newborns will be given to the wrong parents daily.

114,500 mismatched pairs of shoes will be shipped/year.

18,322 pieces of mail will be mishandled/hour.

2,000,000 documents will be lost by the IRS this year.

2.5 million books will be shipped with the wrong covers.

Two planes landing at Chicago's O'Hare airport will be unsafe every day.

315 entries in Webster's dictionary will be misspelled.

20,000 incorrect drug prescriptions will be written this year.

880,000 credit cards in circulation will turn out to have incorrect cardholder information on their magnetic strips.

103,260 income tax returns will be processed incorrectly during the year.

5.5 million cases of soft drinks produced will be flat.

291 pacemaker operations will be performed incorrectly.

3,056 copies of tomorrow's Wall Street Journal will be missing one of the three sections.

Hard to imagine a world without Lean Six Sigma

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Our hope for you today and

tomorrow is… that you walk away

with your “waste goggles” on.

That you will be part of that group

of citizen’s that change the world.

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Culture Transformation

Culture Change InstitutionalizationDNA of

Organization

Beyond DMAIC Scale ReplicationDFSS & Lean Start

UpIT, Product

Development

Strategy Maturing Early Success Maps & Goals Project Roll-up Full Closed-Loop

Software Launch Excel, StatsProject

ManagementPortfolio

ManagementStrategy &

Portfolio

Reporting AnecdotalAggregate,

AverageAggregate,

AverageCross-org Comps

Multi-Year History

Financial Impact Ad hoc Cost Reduction Consistency, EP Validation General Ledger

Project Selection Burning Platform Low Hanging Copy Success Idea PipelineFormalized Evaluation

People Driven Few More BelieversCareer

Development Repatriated Majority

Training Champion, Executive External

External, Customer Internal eLearning

Internal, Specialty

Leadership Support 1 or 2 Visionaries ValidatedAcross

Organization Expected Ingrained

Level 1 Level 2 Level 3 Level 4 Level 5

Creating Organizational Capability – Lean TransformationReference: ASQ Lean Six Sigma Master Black Belt Body of Knowledge

Becoming Certified

Yellow Belt Certification

q Complete Yellow Belt trainingq Identify a local level improvement projectq Participate in Yellow Belt project callsq Submit final project documentation using the 6-Box A3q Attend the Certification Ceremony

Update Calls – Project A3Current State Transitional State Improved State

Box 1:

What is the problem you are trying to solve?

Kickoff Call (box 1)

Box 3:

What is the root cause of the problem?

Day 30 update call (box 3)

Box 5:

How will you implement the change?

Box 2:

What is your goal?


Box 4:

What ideas for improvement do you have?

Day 45 update call (boxes 4 and 5)

Box 6:

How will you know change was an improvement?


Day 75 – final documentation due

Lean Six Sigma Certification Structure

MB

Black Belt

Green Belt

Yellow Belt

White Belt

MBB

MBB

Black Belt

Green Belt

Yellow Belt

White Belt

Advises at a strategic level. A black belt with advanced certification and 5 years experience.

Full time project leader. Advanced training in statistical analysis.

Uses DMAIC process and Lean improvement tools to lead project teams under BB’s coaching.

Uses DMAIC process and Lean improvement tools to to facilitate local level improvement.

Aware of and understands Lean Six Sigma principles and terminology.

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Project ExecutionPr

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9 Quick Win Projects, project management and change management necessary, solution is likely known

Green Belt Projects, requires some advanced tools to support project success, data requirements are minimal

Black Belt Projects, project requires advanced tools and sophisticated data analysis, project timeline is greater than 6 months

Yellow Belt Projects, simple lean concepts and tools apply, facilitated at the local level

Avoid

0 1 2 3 4 5 6 7 8 9

Project Complexity

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Yellow Belt Tools

MB

Black Belt

Green Belt

Yellow Belt

White Belt

MBBYellow BeltUses DMAIC process, A3 Thinking, and tools to to facilitate local level improvement.

Improvement tools include:- 8 Types of Waste- 5S- A3 Problem Solving

- Problem Statement- SMART Aim Statement- Process Mapping- Affinity Diagram- 5 Whys- DOWNTIME- PDCA

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A3 Problem Solving (6 Box)Current State Transitional State Improved State

Box 1:


Box 3:


Box 5:


Box 2:

What is your goal?

Box 4:


Box 6:


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A3 Problem Solving (6 Box)

Box 1:


Box 4:


Box 2:

What is your goal?

Box 5:


Box 3:


Box 6:


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Diagnostic Journey:

Problem – Cause Remedial Journey:

Cause – Interventions

Tools used to identify

and prioritize root

causes of the problem. Tools used to identify

and prioritize

potential

interventions


Box 1:


Box 3:


Box 5:


Box 2:

What is your goal?

Box 4:


Box 6:


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LET’S

PRACTICE

Every project starts with a problem

The “voice of the customer” is a process used to capture information that leads to a better understanding of value.

It is the stated and unstated needs or requirements of the customer.

Voice of the Customer

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Voice of the Customer

“Voice of the Customer” is the term used to describe the stated and unstated needs or requirements of the customer (internal and external). This process of capturing customer requirements and feedback is an important input into organizational strategy, problem identification, project selection, and innovating.

Data gathered from the customer can be quantitative or qualitative. The channels used to collect Voice of the Customer are referred to as listening posts.

Direct Indirect InferredSurvey results Reviews or ratings Retention

Direct phone calls Social media activity such as likes or follows

Purchase history and purchasing patterns

Market research and focus groups Forums Referrals

Problem Statement

A good problem statement presents an opportunity of some significance, urgency and priority. It relates, in the simplest terms possible, the process of concern and the impact or effect on the customer. Enough data is included so the audience can understand the size and scope of the problem, together with the degree or magnitude of the problem.

To truly understand the problem, you have to know the who, what, where, and why. Who?

What?

Where?

Why?

Who has the problem?External or internal customer.

What is the problem?Describe the issue being experienced or need going unmet.

Where/when is the problem occurring?Context, situation, or process in which the problem exists.

Why is it important to address?Impact to the customer and organization.

Weight gain has increased due to age, slower metabolism, poor dietary habits, lack of exercise, and increased stress levels due to raising a young family while working from home. This problem is compounded due to lack of sleep thanks to a new puppy. Weight gain is leading to low energy levels and motivation issues.

Problem Statement:

Who?

What?

Where?




Why is it important to address?Impact to the customer and organization.Why?

SMART Goal Statement

The goal statement helps to identify a measurable goal that is to be achieved during a given time period.

Specific

Measurable

Attainable

Relevant

Identify the exact process you are targeting, including what/who is included or specifically excluded.

Identify at least one or more specific measurement that will tell you change was an improvement.

Ensure the improvement can be completed in the time allotted with the resources available.

Ensure the project is strategically aligned and the appropriate parties are accountable to the work.

Time-Bound Always include the deliverable or end date.



Outcome Goal:Achieve weight loss of 6 pounds, which would result in a BMI under 25 from a current BMI of 26 (for a male with a height of 6’4”) in 3 months.

Be SMARTo SpecificoMeasureable o Attainableo Realistico Time-Based

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Data allows us to establish a common language:• Communicate in an objective manner• Collecting quantifiable facts • Establish baseline information • Facilitate cost-benefit analysis • Quantify the lasting impact of a solution through comparison• Allow the spread of a specific solution across many areas

Importance of Data in Improvement

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Common Improvement MeasuresA defect is anything that does not meet customer requirements. Below is a summary of common approaches for measuring the impact of defects:

• Defects – number of units that are defective• Defect Opportunities or failure modes are all the ways a unit can be defective• Defects Per Unit (DPU) – number of defects for a single unit• Defect Rate - % of units that are defective and require rework• Defects Per Million Opportunities (DPMO) is the ratio of the number of defects in a

sample to the total number of defect opportunities multiplied by 1 million• First Pass Yield (FPY) or Throughput Yield (TPY) is the number of units coming out of an

individual process step divided by the number of units going into the process over a specified time period. Only good units with no rework are counted as coming out of an individual process.

• Rolled Throughput Yield (RTY) is the probability that a process with more than one step will produce a defect free unit.

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Waste likes to hide…

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Common Forms of Process Waste8DOWNTIME is an acronym that is useful to help remember the 8 common forms of waste that might exist within a process.

D O W NT I M EDEFECTS OVERPRODUCTION WAITING NON-UTILIZED TALENT

TRANSPORTATION INVENTORY MOTION EXTRA-PROCESSING

Waste caused by the process’s inability to meet the customer’s expectation. Occurs in the form of scrap or rework.

Waste caused by not understanding customer demand. Creating more product than what is needed.

Waste caused by waiting for the next process step. Delays in the process that may cause idle parts or idle people.

Waste caused by underutilizing talent, skills, and knowledge.

Waste caused by the unnecessary movement of a product or materials. Often caused by poor facility layout and planning.

Waste caused by excessive products and materials not being processed. Can lead to increased storage cost and spoilage.

Waste caused by the unnecessary movement of people (including the operator, team members, and the customer).

Waste caused by ”gold-plating” or creating higher quality than is required.

• In-person, firsthand observation

• Meant for discovery around opportunities for better workflow

• Interacting with people and processes in the spirit of change for the better (Kaizen)

• AKA “value analysis”Gemba IS NOT:• The time to solve

problems or make changes.

• Criticisms of the process

Gemba

Gemba will take

10 Gemba QuestionsWhat is your process?

Is there a standard process, protocol, or procedure that guides this work?

What is our performance against the customer expectations?

What does the customer require of this process? What does success look like?

What can be fixed? What solutions or quick fixes can you identify?

What barriers or challenges do you foresee to implementing these solutions?

Who else can we talk to about this

process?

Have you discussed this opportunity with your team?

If yes, was it useful?

If no, why not?

Process mapping is a structured workflow analysis that documents how the work is done.

Steps to Process Mapping1. Establish book ends. Identify where the

process starts and stops.2. Conduct a GEMBA walk to understand the

detail process steps.3. Record process steps and findings from

GEMBA.4. Sequence process steps. Remember,

document the current state as it actually happens (not what should or could happen).

5. Use process mapping symbols correctly.6. Socialize the map to build consensus.

Put the map to use. Seek to close gaps between the current state and the ideal state. Identify wasteful process steps.

Process Mapping

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Process mapping is a structured workflow analysis that documents how the work is done.

Steps to Process Mapping1. Establish book ends. Identify where the

process starts and stops.2. Conduct a GEMBA walk to understand the

detail process steps.3. Record process steps and findings from

GEMBA.4. Sequence process steps. Remember,

document the current state as it actually happens (not what should or could happen).

5. Use process mapping symbols correctly.6. Socialize the map to build consensus.

Put the map to use. Seek to close gaps between the current state and the ideal state. Identify wasteful process steps.

Process Mapping

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Green dot valued added process steps • What would the customer pay for?

Blue dot business value added process steps • Are there regulatory, state or federal guidelines that require this step?

Red dot business value added process steps• Anything the customer wouldn’t pay for, if they knew it existed.

x x x xCurrent State

Future State

Eliminate Waste, Identify Efficiencies, Reduce Cost, and Time

Improvement Improvement

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Processes exist in 3 ways:1. How people think the

processes is being done.2. How the process should

be performed.3. How processes are

actually performed.

Tom’s Lifestyle

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Wake upGet to bed

earlyStart the day offwith exercise. Eat healthy. Be productive.

Tom’s Reality

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Wake up

Get to bed late

Walk the dog. Eat breakfast. Browse social media

Answer emails and attend conference calls

LunchWork

Household chores (grass, dishes, laundry)

Make dinnerEvening walk with the dog

Get the boys ready for bed

Binge watch Netflix

Tom’s Problem Areas

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Wake up

Get to bed late

Walk the dog. Eat breakfast. Browse social media

Answer emails and attend conference calls

LunchWork

Household chores (grass, dishes, laundry)

Make dinnerEvening walk with the dog

Get the boys ready for bed

Binge watch Netflix

Rigorous exercise has

been placed by walking

Skips a healthy breakfast to get an early start on

work.

Relies heavily on convenience

food for lunch

Dinner is the biggest meal of

the dayEats snacks after

dinner. HUGE sweet tooth

Normal bedtime was 10pm, most nights I

am lucky to be asleep by 11:30pm

Tom’s Problem Areas

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Exploring the Root Cause

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Gaining weight, instead of losing weight, because they are consuming more calories than they are expending.

# Possible Root Cause (x)

Hypothesis Verification

1 Calorie Tracking Unaware of total calories consumed Track calories by time of day

2 Exercise Inconsistent exercise schedule Track exercise

3 Calorie Zones Imbalance of calories consumed across zones, skips breakfast, eats out for lunch, and eats a big dinner

Track calories by time of day

4 Unhealthy Food Choices

Eats unhealthy snacks and treats Track calories by time of day

Year S M T W TH F S Wk Wght Goal Diff RPEExercise Duration

Times Exercised

Mon

th

1 2 3 4 5 6 1 216 210 +6 2 30 2

7 8 9 10 11 12 13 2 216 210 +6 2 30 2

14 15 16 17 18 19 20 3 215 210 +5 2 30 2

21 22 23 24 25 26 27 4 215 210 +5 2 30 2

28 29 30 31 1 2 3 5 217 210 +7 1 30 1Exer

cise

Log

Zone Time Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 Day 11 Day 12 Day 13 Day 14Z1 8am 200 320 540 150 320 200 540 460Z1 10am 100 93 480 180 120Z2 12pm 500 500 300 240 300 610 810 570 250 590Z2 2pm 223 150 590 500 610 700 210 210 810Z2 4pm 40 450 430 120 250Z3 6pm 640 770 900 740 730 900 1100 900 1200 680 1200 900 1220Z3 8pm 390 680 120 300Z3 10pm 400 370 200 250 290 300 320

Daily Calories 2293 2083 1950 2300 1990 1970 2110 2100 2040 2010 1890 1700 2240 2490

Calo

ries L

og

2293 2083 19502300

1990 1970 2110 2100 2040 2010 1890 17002240 2490

1-JAN

2-JAN

3-JAN

4-JAN

5-JAN

6-JAN

7-JAN

8-JAN

9-JAN

10-JAN

11-JAN

12-JAN

13-JAN

14-JAN

Daily Calories Week 1 ADCI 2099Week 2 ADCI 2067 Z1

11%

Z235%

Z354%

% Calories By Zone

Keep Data Tracking Simple…

Year S M T W TH F S Wk Wght Goal Diff RPEExercise Duration

Times Exercised

Mon

th

1 2 3 4 5 6 1 216 210 +6 2 30 2

7 8 9 10 11 12 13 2 216 210 +6 2 30 2

14 15 16 17 18 19 20 3 215 210 +5 2 30 2

21 22 23 24 25 26 27 4 215 210 +5 2 30 2

28 29 30 31 1 2 3 5 217 210 +7 1 30 1Exer

cise

Log

Zone Time Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 Day 11 Day 12 Day 13 Day 14Z1 8am 200 320 540 150 320 200 540 460Z1 10am 100 93 480 180 120Z2 12pm 500 500 300 240 300 610 810 570 250 590Z2 2pm 223 150 590 500 610 700 210 210 810Z2 4pm 40 450 430 120 250Z3 6pm 640 770 900 740 730 900 1100 900 1200 680 1200 900 1220Z3 8pm 390 680 120 300Z3 10pm 400 370 200 250 290 300 320

Daily Calories 2293 2083 1950 2300 1990 1970 2110 2100 2040 2010 1890 1700 2240 2490

Calo

ries L

og

2293 2083 19502300

1990 1970 2110 2100 2040 2010 1890 17002240 2490

1-JAN

2-JAN

3-JAN

4-JAN

5-JAN

6-JAN

7-JAN

8-JAN

9-JAN

10-JAN

11-JAN

12-JAN

13-JAN

14-JAN

Daily Calories Week 1 ADCI 2099Week 2 ADCI 2067 Z1

11%

Z235%

Z354%

% Calories By Zone

Keep Data Tracking Simple…

Inconsistent exercise with very low exertion. Large percent of calories consumed in Z3.

PDCA CycleTo complete a PDCA:1. Plan. Recognize that an opportunity exists (or that change is necessary) and develop an action plan.2. Do. Test the change on a small-scale.3. Check. Review your results and compile lessons learned.4. Act. Take action based on what you learned. If the change If the change did not work, go through the cycle

again. If you were successful, incorporate what you learned from the test into a larger scale implementation.

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Safely increase exercise frequency to 3 times a week and increase exercise intensity to 5-6 RPE. Increase calories consumed in Zone 1 to 20-30% of total calories, decrease calories in Zone 3.

# Possible Root Cause (x)

Hypothesis Intervention

1 Calorie Tracking Unaware of total calories consumed Continue tracking calories in/out

2 Exercise Inconsistent exercise schedule Safely and steadily increase exercise frequency and intensity

3 Calorie Zones Imbalance of calories consumed across zones, skips breakfast, eats out for lunch, and eats a big dinner

Increase Zone 1 calories

4 Unhealthy Food Choices

Eats unhealthy snacks and treats Reduce Zone 3 calories

Was Change an Improvement?

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

% of Calories by Zone

Z1 % Z2% Z3%

Recommendation: Increase calories consumed in Zone 1 to 20-30% of total calories, decrease calories in Zone 3.

YEAR S M T W TH F S Wk Z1 Z2 Z3 Z1 % Z2% Z3%1 2 3 4 5 6 1 2063 4953 7680 14.04% 33.70% 52.26%

7 8 9 10 11 12 13 2 1640 5010 7820 11.33% 34.62% 54.04%14 15 16 17 18 19 20 3 2120 6032 6458 14.51% 41.29% 44.20%

MO1 21 22 23 24 25 26 27 4 3124 5844 5632 21.40% 40.03% 38.58%28 29 30 31 1 2 3 5 3138 5512 5944 21.50% 37.77% 40.73%4 5 6 7 8 9 10 6 2957 6136 5507 20.25% 42.03% 37.72%

11 12 13 14 15 16 17 7 3581 5412 5580 24.57% 37.14% 38.29%MO2 18 19 20 21 22 23 24 8 3416 5213 5481 24.21% 36.95% 38.84%

25 26 27 28 1 2 3 9 3601 5514 5612 24.45% 37.44% 38.11%4 5 6 7 8 9 10 10 3612 5487 5502 24.74% 37.58% 37.68%

11 12 13 14 15 16 17 11 3812 5216 5678 25.92% 35.47% 38.61%MO3 18 19 20 21 22 23 24 12 3911 5412 5280 26.78% 37.06% 36.16%

25 26 27 28 29 30 31 13 3688 5368 5544 25.26% 36.77% 37.97%1 2 3 4 5 6 7 14 3875 5622 5024 26.69% 38.72% 34.60%8 9 10 11 12 13 14 15 3691 5922 5017 25.23% 40.48% 34.29%

MO4 15 16 17 18 19 20 21 16 3882 5574 5193 26.50% 38.05% 35.45%22 23 24 25 26 27 28 17 3922 5813 4866 26.86% 39.81% 33.33%29 30 1 2 3 4 5 18 3926 5880 4823 26.84% 40.19% 32.97%6 7 8 9 10 11 12 19 3958 5871 4833 26.99% 40.04% 32.96%

MO5 13 14 15 16 17 18 19 20 3982 5914 4801 27.09% 40.24% 32.67%20 21 22 23 24 25 26 21 4020 5582 4993 27.54% 38.25% 34.21%27 28 29 30 31 22 4018 5511 5017 27.62% 37.89% 34.49%

Calorie LogMet Zone Requirements

Did Not Meet Zone Requirements


Recommendation: Steadily increase exercise intensity and frequency.YEAR S M T W TH F S Wk Wght Goal Diff RPE

Exercise Time

Times Exercised

1 2 3 4 5 6 1 216 210 +6 2 30 27 8 9 10 11 12 13 2 216 210 +6 2 30 2

14 15 16 17 18 19 20 3 215 210 +5 2 30 2MO1 21 22 23 24 25 26 27 4 215 210 +5 2 30 2

28 29 30 31 1 2 3 5 217 210 +7 1 30 14 5 6 7 8 9 10 6 217 210 +7 1 30 1

11 12 13 14 15 16 17 7 215 210 +5 5 30 3MO2 18 19 20 21 22 23 24 8 214 210 +4 5 30 3

25 26 27 28 1 2 3 9 214 210 +4 5 30 34 5 6 7 8 9 10 10 213 210 +3 6 45 3

11 12 13 14 15 16 17 11 212 210 +2 6 45 3MO3 18 19 20 21 22 23 24 12 211 210 +1 5 45 3

25 26 27 28 29 30 31 13 210 210 0 6 45 31 2 3 4 5 6 7 14 210 210 0 6 45 38 9 10 11 12 13 14 15 210 210 0 5 45 3

MO4 15 16 17 18 19 20 21 16 210 210 0 6 45 322 23 24 25 26 27 28 17 210 210 0 6 45 329 30 1 2 3 4 5 18 210 210 0 5 45 36 7 8 9 10 11 12 19 210 210 0 6 45 3

MO5 13 14 15 16 17 18 19 20 209 210 -1 5 45 320 21 22 23 24 25 26 21 209 210 -1 6 45 327 28 29 30 31 22 208 210 -2 6 45 3

Exercise LogCompleted Planned Exercise

Did Not Complete Planned Exercise

0

2

4

6

8

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

RPE

0

50

100

150

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

Total Minutes of Exercise Per Week


Goal: Achieve weight loss of 6 pounds, which would result in a BMI under 25 from a current BMI of 26 (for a male with a height of 6’4”) in 3 months.

YEAR S M T W TH F S Wk Wght Goal Diff RPEExercise

TimeTimes

Exercised1 2 3 4 5 6 1 216 210 +6 2 30 2

7 8 9 10 11 12 13 2 216 210 +6 2 30 214 15 16 17 18 19 20 3 215 210 +5 2 30 2

MO1 21 22 23 24 25 26 27 4 215 210 +5 2 30 228 29 30 31 1 2 3 5 217 210 +7 1 30 14 5 6 7 8 9 10 6 217 210 +7 1 30 1

11 12 13 14 15 16 17 7 215 210 +5 5 30 3MO2 18 19 20 21 22 23 24 8 214 210 +4 5 30 3

25 26 27 28 1 2 3 9 214 210 +4 5 30 34 5 6 7 8 9 10 10 213 210 +3 6 45 3

11 12 13 14 15 16 17 11 212 210 +2 6 45 3MO3 18 19 20 21 22 23 24 12 211 210 +1 5 45 3

25 26 27 28 29 30 31 13 210 210 0 6 45 31 2 3 4 5 6 7 14 210 210 0 6 45 38 9 10 11 12 13 14 15 210 210 0 5 45 3

MO4 15 16 17 18 19 20 21 16 210 210 0 6 45 322 23 24 25 26 27 28 17 210 210 0 6 45 329 30 1 2 3 4 5 18 210 210 0 5 45 36 7 8 9 10 11 12 19 210 210 0 6 45 3

MO5 13 14 15 16 17 18 19 20 209 210 -1 5 45 320 21 22 23 24 25 26 21 209 210 -1 6 45 327 28 29 30 31 22 208 210 -2 6 45 3

Exercise LogCompleted Planned Exercise

Did Not Complete Planned Exercise

202

204

206

208

210

212

214

216

218

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

Weight (in pounds)

Wght Goal


Box 1:


Box 3:


Box 5:


Box 2:

What is your goal?

Box 4:


Box 6:


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7

8

9 Quick Win Projects, project management and change management necessary, solution is likely known

Green Belt Projects, requires some advanced tools to support project success, data requirements are minimal

Black Belt Projects, project requires advanced tools and sophisticated data analysis, project timeline is greater than 6 months

Yellow Belt Projects, simple lean concepts and tools apply, facilitated at the local level

Avoid

0 1 2 3 4 5 6 7 8 9

Project Complexity

71

Problem Statement

A good problem statement presents an opportunity of some significance, urgency and priority. It relates, in the simplest terms possible, the process of concern and the impact or effect on the customer. Enough data is included so the audience can understand the size and scope of the problem, together with the degree or magnitude of the problem.

To truly understand the problem, you have to know the who, what, where, and why. Who?

What?

Where?

Why?




Why is it important to address?Impact to the customer and organization.



Specific

Measurable

Attainable

Relevant

Identify the exact process you are targeting, including what/who is included or specifically excluded.

Identify at least one or more specific measurement that will tell you change was an improvement.

Ensure the improvement can be completed in the time allotted with the resources available.

Ensure the project is strategically aligned and the appropriate parties are accountable to the work.

Time-Bound Always include the deliverable or end date.

Questions or Positive Comments?

74

Documents

Yellow Belt - thegreendotgroup.com · Yellow Belt Training Outline: •History, Background and Gurus •Lean Six Sigma Overview •Basic Problem-Solving Tools • A3 Problem-Solving