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First level of certification in the 6 Sigma hierarchy, the Yellow belt is in charge of piloting problem solving projects using simple statistics tools in support with Green and Black belt.

The function of Lean Practitioner

The Lean Practitioner has a role as a pilot of change. It is he who on a daily basis must be able to encourage the involvement and Motivation Staff with the goal of continually improving the work.

In this it has different missions:

  • Deploy and animate projects through a technical mastery of Lean tools.
  • Transmit its knowledge to form relays on the Gemba.
  • Unlock resistance and other barriers to change.
  • Measure and communicate the results of the projects.

The human qualities of Lean Practitioner

methodical: Lean consists of a multitude of tools that all have defined processes… and not at random. Reversing or forgetting steps can lead to failure.

sense of observation: hunting for Muda is a new look at what surrounds us and a specific way of interpreting them. This sense must be sharpened to make quick and concrete gains.

likes to learn: The taste of learning is the basis of the mindset of continuous improvement.

sense of action and system D : a degree of latitude is present in terms of the need to be creative during projects.

Spirit of Synthesis : to avoid getting lost in the workings of change and problem solving, hindsight and synthesis capacity is necessary.

simplicity, courage and pugnacity: These are essential attitudes to facilitate contact and achieve adherence to these ideas.

Perfectionist : seeking Perfection is the ultimate goal of the process and the projects it leads.

The components of the formation of the Lean Practitioner

For the levels, the scale is as follows :

  • E: Expert, knows how to use and transmit
  • C: Good knowledge, knows how to use
  • I: understands what it is but not or little use it

Lean Six Sigma Management

Methods of operational Excellence

Understand why the company is implementing a Six Sigma approach.

Know the origin of this methodology and the history of methodologies of excellence.

Understand the principle of standard deviation, problem solving strategy X = f (Y)

Know what efficiency and the concept of bottleneck is.

Know how to position the 6 Sigma vis-a-vis the Lean, the Theory of constraints, the WCM and the agility.


Deploying the method

Describe the logic of the House TPS.

Know the different steps that lead to the Dantotsu.

Know how the company is organized to set up the process.

Understand the new way of managing a business


Managing Lean 6 Sigma Projects

Know how to distinguish a project from the traditional Lean (complex workshop) of a project Kaikaku (simple Workshop) and the consequences on the organization of it.

Know how to describe each other’s roles in a project, choose the members, set up and animate the Lean projects.

Know the basic tools of planning and project management of PMI.

Have knowledge of the different types of team (project, Reflection…) and know how to describe the different stages of its development (Orientation, dissatisfaction…).


Change Management

Knowing that the conduct of change is a “tailor-to-measure” process where some good practices can help.

Know the concept of paradigms and the consequences on our behavior.

Know the main principles of motivation and the involvement of the staff. Understand the stakes.

Know how to bring teams by demonstrating Leadership.

Knowing how to convince are interlocutors by the construction of an effective argument and the use of method such as the appreciative approach, the Allied strategy and the win-win strategy.

Know the different types of benchmarks (internal, external, competitive, functional, collaborative) and how to organize them.


Lean 6 Sigma and Finance

Be introduced to the notion of soft and hard dollars to be able to justify the projects.

Know how to explain where the results of Lean are found in the company’s balance sheet.


Lean Way

Lean Way

Control the mindset of operational excellence approaches.


Know where they came from and in what context they appeared.


To know the basic concepts and tools of Muda, the calculation of efficiency, the PDCA/SDCA, the systems of suggestions and the concept of Gemba.


Know how to define the Genchi Genbutsu.


Know how to conduct a Muda hunt.




Understand the principle of standardization, its advantages and limits.

Know and know how to use standardization tools such as standards, visual management, 5S and A3, Spaghetti Diagram and Simogramme.

Know the difference between a standard of work and standard work.



Understand the importance of taking the ergonomics into account in a Lean approach.

Knowledge of the basic movements of the Therbligs.

Know the first tools of the ergonomic analysis that are the grid RULA and the standard on the port of loads.


Psychosocial risks

Understand the issues related to psychosocial risks and the importance of their consideration. Know the model of Karasek and Siegrist.


Measuring Working time

Understand the importance of working time measurement but be aware of the associated risks.

Know the first tools of the measurement that are the Chrono analysis, the judgement of allure, the standard data and the measurement by sampling.




Know the basic principle of levelling and its importance to improve the performance of the company.

Know how to put in place the main tools of the levelling that are the sequencer, the box of building of lots, the box of leveling and the Mizusumashi.



Problems solving

Know the principles of problem solving and know what is the problem solving tool adapted to the situation.

Know the tools of problem solving that are the 5 why, the 8d and the Factor Tree analysis.


Total Productive Maintenance

Master the concept of the TPM, know how to set up and use the OEE, as well as the first 6 pillars of the TPM.


Total Quality Management

Understand the sources of TQM, and know how to use the basic tools to implement it: 5W2H, Pareto, 5M…

Know how to distinguish a FMEA Process (FMEA) from a FMEA product (DFMEA).




Understand the importance of this pillar. Know how to set up the associated tools that are the Andon system, the Poka Yoké and the principle of man/machine separation.


The Just in time

Just in time

Know how to describe and explain the concept of just in time.

Know how to explain and calculate the Takt Time.

Know the vocabulary of just A time: pushed Flux, stream drawn, FIFO.

Know how to use VSM to identify sources of waste, unnecessary spaces, stocks, non-quality: From the identification of product families to the creation of vision.

Know how to define an external and internal operation and know how to animate a SMED project.

Understand the principle of balancing and design a flow without interruption through the implementation of the edges of lines. and supermarkets.



Know how to explain and set up the Kanban. Know when and why to use a CONWIP kanban instead of a generic kanban.


Theory of constraints

Know how to describe the concept of the Theory of constraints and the law of Little.

Know how to combine the principles of the Theory of constraints with the just-A-time to improve the performance of the Supply Chain.


Lean Six Sigma Innovation


Know how to differentiate an invention from an innovation.

Be introduced to the use of the QFD tool to ” align ” customer expectations with the realization of the product and/or service.

Includes the system for classifying customer expectations according to the Kano method.


The tools of Creativity

Know the principles and the levers of creativity. Know how to describe selective attention.

Know the “map” of the tools of creativity.


Evaluate different alternatives

Define and understand what Multi-Voting is, the Force field analysis, the Pugh method, the decision matrix and the gain-cost matrix. Know how to use them as a group to help with decision making.


The fundamentals of the Six Sigma

The fundamentals of the Six Sigma

Be introduced to the basic concepts of the Six Sigma that are variability and the DMAIC process.


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