The Registrar Company

Lean Six Sigma White Belt

Almost every process within an organization has at least some problems. As a leader, trying to address every problem is impossible. Providing top Executives with Lean Six Sigma White Belt training equips them with a logical and objective way to identify those problems. Upper management will not have to just cope with the problems – they can begin to recognize what these issues are. They will be exposed to the first step of the five phases of problem solving, known as DMAIC:

Define – is about identifying the customers’ pain (translated from a practical problem to a statistical problem – based on the Voice of the Customer) and determining what is “broken”;
The remaining four phases (Measure, Analyze, Improve and Control) will be imparted to the higher levels of training, such as Green Belts and Black Belts.

Program Details: The course is offered as a part of the first week of Green Belt training. The duration of the class is one day; the first day of week one of the Green Belt program. There is no classwork, other than discussions. Upon course completion, the candidate will receive a Certificate of Completion. There is no examination.

Program Objectives: Upon completion of the one-day Lean Six Sigma course, the participant is deemed a White Belt. The participant will have received a taste of what the Lean Six Sigma program entails from a managerial stand-point. This class is synonymous to Executive and Champion training. Attendance of the training venue will hopefully inspire the participant to further pursue additional learnings in the Lean Six Sigma world.

Facilitator Biography – E. George Woodley: Certifications: Six Sigma Black Belt (CSSBB) by the American Society for Quality (ASQ) in 2002; LSS Master Black Belt (CLSSMBB) by Quality & Productivity Solutions (an ASQ related organization) in 2004; and Lean Master Practitioner in 2005 by Six Sigma.us. George has implemented the tools of Lean and Six Sigma since 2000 for a varied list of clients, both in-house and in open enrolment environments. Some of the tools taught and used have been: Graphical analysis tools (e.g. box plots), Process and Value Stream Mapping, Swim Lanes, Failure Mode and Effects Analysis, Cause and Effect Matrices, Process Capability Studies, Measurement System Analysis, Hypothesis Testing, ANOVA, Regression, 5S, Kanban, Kaizen Events, Theory of Constraints, Design of Experiments (traditional, attribute and historical), simulations (Monte Carlo), Statistical Process Control, Mistake Proofing, Response Surface Methodology. Most recently, George developed, delivered and coached candidates Design for Six Sigma for companies such as Inscape (Markham, ON) and Canadian Tire Credit (Kingston, ON). Soft skills include Project Management, mentoring, facilitating, Train-the-Trainer and course development of a specific set of materials for Genentech, a subsidiary of Rausch which enabled five (5) out of six (6) Green Belts to write and pass the American Society for Quality’s Black Belt exam on their first attempt.
Team guidance enabled George to fulfill the role of Project Leader for Lean and Six Sigma deployment initiatives with specific corporations; Washington Mutual bank, Alltel Telecommunications, the Internal Revenue Services (IRS), the American Red Cross and the Bank of Montreal’s (BMO) mortgage initiatives. Work affiliations included the Toronto Dominion-Canada Trust Bank (TD) as a Master Black Belt and Project Manager; Boston Scientific in Galway, Ireland as a course designer (for the ASQ), instructor and mentor; and Alberta Treasury Branches (ATB) as a course designer, facilitator and MBB coach. These roles included one-on-one mentoring of 50 Black Belts and approximately 100 Green Belt and Lean students. The realized savings in the form of reduction in the cost of poor quality was in the tens of millions of dollars.

In all, George has supported hundreds of Green Belts, Black Belts and Master Black Belts from 2000 onward with project management and coaching. Project savings were in the millions of dollars in cost reductions and ROI (Return on Investment). The most recent initiatives wee with Alberta Treasury Branches (ATB) to the tune of $10,567,000 and TD-Digital Services, with savings of over $8 million; a result of eight (8) Lean and Six Sigma projects.
George has dealt with identifying projects from project hoppers, identifying the right type of project methodology using a Project Selection Matrix, and getting the projects successfully launched with the chartering process. Project management is continually being done as a Master Black Belt and was done throughout his Lean Six Sigma career (2002 onward).

George is a graduate from the University of Guelph (cum laude), Guelph, Ontario, Canada, with a Bachelor of Science (Honours) in Statistics and completed one year in a Masters Statistics program. George’s apprenticeship was with Ford Motor Company and Motorola. He is fluent in English, French and Hungarian. He is also a Senior Member of the American Society for Quality (ASQ) and the Ohio Academy of Science (OAS).

Who Should Attend: The course is tailored specifically for those personnel in a managerial position. They are the upper and middle echelon of organizations who will fill the role of Champion for Lean Six Sigma teams. Anyone who would like to get an initial peak at what Six Sigma is all about can also attend this course. Participants who have a genuine interest in learning about continuous improvement should attend. They can come from any transactional or manufacturing environment and should have a good understanding of what it is the customer is concerned about, with a desire to solve these issues within his/her company.

Prerequisite: Although there are no prerequisites other than a desire to continually improve your processes, it is strongly desirable to have a potential work-related problem in mind that can be identified by asking “What is wrong with what?” and the answer being “the cause is unknown.”

Cost of Training: Course fees (per individual) are $495.00 (CAD). This includes all training materials, continental breakfasts, morning snack, lunches and an afternoon snack, as well.