Lean Six Sigma Yellow Belt

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Course Description

The Yellow Belt is the gateway to Lean / Six Sigma methodology. At the end of this day-long training session, participants will be familiar with the tools, concepts and different stages of DMAIC – a proven methodology used on a global scale.  In fact, many organizations that have adopted the Lean / Six Sigma approach have not hesitated to train 100% of their employees as Yellow Belts, thereby making it easier for them to be part of Continuous Improvement (CI) project teams and greatly increasing their level of contribution over the course of the project.

This training session is not a prerequisite for the Lean / Six Sigma Green Belt training.


Online training, tailored to your Company’s reality Online training available, tailored to your Company’s reality
Contact us for a quote
Durée 1 day from 8:30 a.m. to 4:30 p.m.
Prix Member rate : $ 395 | Current rate : $ 525

Training details

« For online training, the details will be sent to you 48 hours in advance and will include web links to be able to access the session. Please ensure that you have the necessary equipment to be able to hear and interact with the trainer! The material will be sent to you in PDF format to your email address. »


Training objectives 

Upon completion of the training session, participants will have mastered Lean / Six Sigma vocabulary and basic tools, as well as the stages of DMAIC methodology.


Who should attend? 

  • Managers whose employees will be using Lean / Six Sigma
  • Future participants in Lean / Six Sigma projects
  • Continuous Improvement practitioners wanting a sneak peek at the tools and concepts before committing to pursuing a Green / Black Belt certification



  • Coaching the teams that will carry out Lean / Six Sigma projects to solve problems more effectively.
  • Understanding how Lean / Six Sigma methodology can efficiently solve complex problems.
  • Being aware of the importance of each stage of Lean / Six Sigma methodology - Define, Measure, Analyze, Innovate / Improve and Control (DMAIC).

Specific objectives

Lean Basics

  • Mura, Muri, Muda
  • The seven + 1 sources of waste
  • Going to gemba
  • The notion of value-added

Six Sigma Basics

  • The distinct origins of variation - common and special causes
  • Sigma Quality levels using a normal distribution

The DMAIC methodology

  • An introduction to the different stages of the methodology
  • An overview of various tools that can be used at each of these stages

Define stage

  • Selecting a project to be resolved using DMAIC methodology
  • Defining a “state of the art” problem statement and objective
  • Creating a SIPOC of the process that is at the heart of the problem to achieve a common understanding
  • Listing the conceptual causes of the problem to clearly identify what is included and excluded (“inclusions / exclusions”)
  • Determining the key project stakeholders, especially the team being led by the Green / Black Belt

Measure stage

  • Understanding the detailed steps of the process (going beyond the SIPOC, more elaborate tools will be used)
  • Understanding all the concepts of time associated with the process
  • Understanding the customer’s requirements and the current process’ ability to meet them
  • Collecting relevant data, using representative samples
  • Understanding the possible influence of the measurement system on data collection

Analyze stage

  • Finding the causes of variation for the Y, including the interactions between these causes
  • Reducing the list of potential causes
  • Selecting the root causes that have the greatest influence on the Y and quantifying this influence

Innovate/ Improve stage

  • Finding solutions to the causes identified at the Analyze stage
  • Determining the best solutions
  • Mapping the solution
  • Simulating or implementing the solution on a small scale
  • Developing the plan to implement the solution on a larger scale

Control stage

  • Implementing the solution on a large scale
  • Assessing the solution’s failure modes
  • Training the resources involved in the solution
  • Developing the long-term control plan

Your trainers

Marco Poutré

Quality Advisor
Quebec Society for Quality

Current role

Quality advisor (including the roles of trainer, performance networks facilitator, business coach in the implementation of operational excellence best practices and content editor for the members).

Professional Experience

Prior to joining the Mouvement, Marco worked for 20 years at the IBM plant in Bromont:

  • IT project management
  • Structured problem-solving facilitation
  • Coach for agile teams
  • Kept close ties with the Quality team during his final years with the Company.


Sergio D'Amico, B.Eng.

Quality Advisor
Quebec Society for Quality

Current role

Quality advisor (including the roles of trainer, performance networks facilitator, business coach in the implementation of operational excellence best practices and content editor for the members).

Professional Experience

  • Certified Six Sigma Black Belt (CSSBB) by The American Society for Quality (ASQ)
  • More than 15 years of experience in managing and improving quality systems and processes in the automotive lighting and aerospace industries.
  • A Six Sigma instructor since 2007, worked on implementing an integrated management program which includes lean manufacturing and continuous improvement principles (similar to the Toyota Production System).
  • Involved with the Prix Performance Québec Award since 2010 and was appointed in 2018 as an expert and member of the selection jury panel.


Olivier de Brouwer, Eng.

Current role

  • Trainer
  • Expert - Quebec Performance Awards (Prix Performance Québec)
  • Board of directors member

Professional Experience

  • Director of Quality Assurance at CMC Electronics (18 years).
  • VP Quality and Systems at Mitec Telecom (3 years).
  • Head of Quality at Harris (3 years).
  • Manufacturing Engineer and Production Manager at IBM (7 years).


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