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Lean Six Sigma Green Belt Online Course

Flowchart            Feedback     Six Sigma Conference       Job opportunities for Lean SSGBs/SSBBs

More and more jobs are in Analytics, Big data & Cloud *

What is Six Sigma?                                                                                                                           

    Six Sigma is a rigorous and disciplined methodology that uses data and statistical analysis to measure and improve a company's operational performance by identifying and eliminating "defects" in manufacturing and service-related processes. Commonly defined as 3.4 defects per million opportunities. Six Sigma can be defined and understood at three distinct levels: metric, methodology and philosophy.

   Six Sigma is a customer focused, data driven methodology for achieving real break through success in business. Six Sigma is a comprehensive and flexible system and can be applied to reduce defects, improve designs and process efficiencies.

Why 3Sigma Performance Level (99.73%) is not enough?

    A three Sigma level company is not good enough, because a 3Sigma level performance means,

    * 200,00 lost articles of mail per hour.
    * No electricity for almost 7 hours, each month.
    * 2 short or long landings at major airports, each day.
    * 200,000 wrong drug prescriptions each year.
    * Unsafe drinking water almost 15 minutes each day.
    * 5000 wrong surgical operations per week.

    (The above information is based on a survey conducted in US.)

     Now, can anyone afford to stop at 3Sigma level performance? If a company performs even at 3Sigma level, (that is 99.73% result fall with in the control limits) the above defects are possible. Because of the above cited huge loses, generally many companies go for Six Sigma Implementation Programs/Certification.

Why you need to do Six Sigma?

     Six Sigma can cut waste and save money. Consider how much money could be saved by eliminating potential defects and the resulting scrap and warranty returns. Time and money may be wasted in corrective actions and delays. Also consider the image those results from product failures for the customer. In order to determine the waste, you need to understand what adds value to your product and what does not.

    One way to know how good you are doing is to compare your operation to similar ones elsewhere, as a benchmark. If there are similar operations in your organization, then bench marking will be easier.

Six Sigma Costs and Savings:

    One cannot expect to significantly reduce costs and increase sales using Six Sigma without investing in training, organizational infrastructure and culture evolution. It is sure you can reduce costs and increase sales in a localized area of a business using the Six Sigma quality methodology. For Example,

    "Motorola adopted Six Sigma in1987. In 1988, Motorola won its first Baldridge Award."

    "Companies of all types and sizes are in the midst of a quality revolution. GE saved $12 billion over five
     years and added $1 to its earnings per share. Honeywell (AlliedSignal) recorded more than $800 million in

    "GE produces annual benefits of over $2.5 billion across the organization from Six Sigma."

    "Motorola reduced manufacturing costs by $1.4 billion from 1987-1994."

    "Six Sigma reportedly saved Motorola $15 billion over the last 11 years."

Who should attend?

    CEOs, Presidents, Project Managers, Team leaders/Members, Field Staff Members, Project Engineers, Design Engineers, Project Leaders and Administrators, Industrial Engineers, Program Managers, Manufacturing Engineers, Project Coordinators, Operating Managers, Functional Managers, Information Technology Professionals, Software Developers, Quality & Testing Engineers, Sales & Marketing professionals, Civil/Mechanical/Electrical engineers, Procurement specialists, Event mangers, R&D Managers, others involved directly or indirectly with Project Management, Quality assurance managers, BPO team leaders, and Executive leadership from Finance, Training, Communications, Human Resources and Quality who are interested in gaining a better understanding of manufacturing processes and reducing process variability in order to improve business success.

This includes:

    * Individuals who desire to enhance their professional development with the skills necessary to support Six
       Sigma projects.

    * Employees of companies that have deployed Six Sigma, who work with Black Belts, or who lead their own
       improvement projects. Companies that want to expand training across a wide range of employees to
       reduce costs and improve performance

Course Structure (Online):

     This Lean Six Sigma Green Belt course is a PMI approved web-based self-study course with access to the participants to the online resources for 3-6 months including the green belt project completion time. The course is supplied with an end of the course evaluation test of what was learnt and the participants will be supported with Excel templates where ever required.

     All online participants who are PMPs will earn 40 PDUs Certificate towards their CCR once they have completed 40 hours of online study through this PMI approved PDU course.

All online participants can download a full Green Belt editable project template for their use.

Course fee for Lean Six Sigma GREEN BELT Certification – ONLINE:

    * Green Belt Certificate Only - US $ 340 only (for general professionals)
       To See a Sample Certificate. Click Here

     * Green Belt Certificate + 40 PDUs Certificate - US $ 400 only (optional item for PMPs only)
        To See a Sample PDUs Certificate. Click Here

PDUs Offered:

     Earn 40 PDUs (PMI Approved) - Click here to see PMI Approval.

Lean Six Sigma GREEN BELT Final Exam:

    This is an open book paper based exam wherein the participants can refer to any students with them. The exam consists of only 100 multiple choice questions from all of the five DMAIC Process areas and 3-hours is exam duration. There are no negative marks for wrong answers.
    The final exam is conducted to measure the knowledge gained by the participants and to demonstrate the added confidence level out of this course. Candidates can take as many tests as needed until they get the pass score of 60 %.

Six Sigma GREEN BELT Project Details:

     Please note that, the projects for improvement can be from your own company (or) any other company. The projects can address the entire company are small portion (or) part (or) division (or) a small process of a business unit within the company. The candidates can also suggest project titles from their company for the faculty / instructors or they can choose any one of the projects available at IIPM. IIPM will facilitate the collection of data and extend support staff services for the project period.

Lean Six Sigma Projects Guided by IIPM:

1. Case management in Microsoft, Sutherland – A Case study - BPO Industry.

2. Reducing Turn Around Time (TAT) of Production Support Request in Cambridge Solution – A Case
    study -
Manufacturing Industry.

3. Reduction of OLA Deviation in CVS processing in SIFY – A Case study - Software Industry.

4. Reduction in Manufacturing of Flanges Production Turn Around Time (TAT)-A Case study-
Construction /   Fabrication Industry.

Some example projects are below.  

 1)  Registration process improvement.
 2)  Defects and improvements in Training.
 3)  Defects and improvement in online training .
 4)  customer Call registration Improvement.
 5)  Training course-ware quality improvement.
 6)  Admin and maintenance expenses improvement.

    The participants can identify projects in their own organization and implement the DMAIC methodology and show significant improvement in organization. The Students shall review the projects with IIPM on monthly basis. Any questions clarifications can be discussed during the review. Sample project is available for all Online/Classroom registered participants.


    Useable, practical templates and tools are downloadable in our Six Sigma course. These templates are editable and can be modified to suit your company’s requirements.

Recent job opportunities for Lean Six Sigma Green Belts/Black Belts


1. Introduction

• Introduction to Six Sigma
• History of Six Sigma
• How to work Six Sigma
• Goals and Objectives
• Benefits of Six Sigma
• What is Quality
• Gaps in Service
• Achieving Six Sigma quality
• Voice Of Customer

2. Basic Statistics

• Introduction
• Mean, Median, Mode
• Variance, SD
• Process Capability
• Voice of customer
• Six Sigma Data Type's
• Normal Distribution
• Organizational Structure and Roles
• COPQ (Cost Of Poor Quality)

3. Six Sigma Methodologies

• Six Sigma metrics
• Yield Computations
• Hidden Factory
• How to calculate Sigma level

4. DEFINE Stage

• Introduction to DEFINE Phase
• Objectives
• Project Charter
• Introduction SIPOC
• Create SIPOC
• Sample SIPOC
• Flow Chart
• Process map
• Top level Process definition
• KANO’s model
• Quality Function Deployment
• Affinity Diagram

5. MEASURE Stage

• Introduction to MEASURE Phase
• Objectives
• Why MEASURE phase needed
• Key Performance Indicators (KPI)
• Metric definition
• CTS,CTQ,CTP Explained
• Measurement System Analysis
• Precision versus Accuracy
• Sampling methods
• Process Capability

• Value-added Non-Value-added activities

6. ANALYZE Stage

• Introduction to ANALYZE Phase
• Objectives
• Failure Modes and Effects Analysis
• Value Stream Analysis
• Analyzing Sources of Variation

• Exploratory Data Analysis (EDA)
• Data Mining
• Check sheet
• Run Chart
• Pareto Analysis
• Scatter diagram
• Cause and effect diagram
• Control charts
• Box-Plot-Components
• Hypothesis Testing
• Risk

7. IMPROVE Stage

• Introduction to IMPROVE Phase
• Objectives
• Defining the New Processes
• Lateral Thinking
• Brainstorming
• Benchmarking
• Five-S
• Mistake Proofing
• Design of Experiments (DOE)
• Implementation and Verification

8. CONTROL Stage

• Introduction about CONTROL Phase
• Objectives
• Standardize on the New Methods
• Measure Bottom line Impact
• Standard Operating Procedure
• Process audit system

9. Control Charts

• I-MR charts (Moving range, Individuals)
• X bar R charts
• X bar S charts
• Np Chart
• P Chart
• C Chart
• U Chart

10. Introduction to DMADV

• Introduction
• Design for Six Sigma

• Lean Six Sigma

11. Conclusion

• Purpose and guidelines of DMAIC
• Checklist for DMAIC
• Do’s and Don’ts to DMAIC

12. Case Study

13.  Six Sigma Final Exam

14.  – Open book / Group Test


* Source Courtesy: The Hindu - Business Line
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