EXIN LSSA Lean Six Sigma Yellow Belt study plan

Define Lean and Six Sigma in your own words and explain how the two approaches complement each other in a single improvement effort

Distinguish the five Lean principles (value, value stream, flow, pull, perfection) and give a workplace example of each

Distinguish the Six Sigma principle of reducing variation from the Lean principle of removing waste, and state which one addresses a given scenario

List the five DMAIC phases in order and write one sentence describing the purpose and main output of each

Explain the difference between DMAIC and a simple PDCA quick-fix cycle and state when each is appropriate

Memorize the classic eight wastes (TIMWOODS) and produce two concrete examples of each from a process you know

Describe the five Lean principles as they apply to a service or administrative process, not just manufacturing

Explain the concepts of value-added versus non-value-added activity and classify ten activities from your own work

Walk through a DMAIC case end to end and identify which phase each described activity belongs to

Identify the main Yellow Belt terminology (CTQ, VOC, SIPOC, root cause, countermeasure, control plan) and write a one-line definition for each

Translate a vague complaint into a specific, measurable problem statement with location, time frame, and magnitude

Write a SMART problem statement and a matching goal statement for the same issue and check that they align

Collect Voice of the Customer from at least three stakeholders and convert each statement into a measurable CTQ

Draft a project charter containing problem, goal, scope, team, timeline, and expected benefit

Map the stakeholders for your chosen project and classify each as supportive, neutral, or resistant with a short engagement action

Build a SIPOC diagram for your project process with at least four steps and clear supplier and customer entries

Draw a detailed flowchart of the current process and mark decision points and rework loops

Distinguish discrete from continuous data and select the right data type for each of your CTQs

Write an operational definition for each metric so that two people would measure it the same way

Design a simple data collection plan and check sheet, including who collects, how often, and where

Explain the components of measurement system analysis (accuracy, repeatability, reproducibility) at a Yellow Belt level and describe why a poor measurement system undermines the project

Calculate basic descriptive statistics (mean, median, range, standard deviation) for a small data set and interpret what they say about variation

Collect or simulate at least 20 data points for your project metric and summarize them in a simple run chart or histogram

Construct a cause-and-effect (fishbone) diagram for your problem with at least four categories and multiple causes per category

Apply the 5 Whys to at least two branches of the fishbone to reach a testable root cause

Use a Pareto chart or ranking to separate the vital few causes from the trivial many and justify your focus

Verify a suspected root cause against data rather than assumption and document the evidence

Apply the 5S principles to a workspace or information flow and describe the before and after state

Select improvement countermeasures using brainstorming and impact-effort screening, and reject at least one weak idea with a reason

Describe how poka-yoke (error proofing) and standard work reduce the chance of a defect recurring

Build a simple improvement plan that assigns each countermeasure an owner, a due date, and a success measure

Pilot one countermeasure on a small scale and record the before-and-after metric values

Write a control plan identifying the metric, the monitoring method, the frequency, the owner, and the reaction plan when the metric drifts

Create a standard operating procedure or one-point lesson that captures the new way of working

Explain how visual management and a short daily check sustain gains after the project team disbands

Describe the Yellow Belt role in a DMAIC team: what a Yellow Belt contributes, what a Green Belt owns, and what a Black Belt or Master Black Belt does

Explain how to hand off project results and lessons learned to the process owner and document the closure

Complete a full timed practice exam and score it by domain to find weak areas

Review every missed question, write the correct concept in your own words, and re-test those topics

Summarize your end-to-end project in a short storyboard using the DMAIC headings