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If you wish to inquire or request a run for this seminar, e-mail us at info@glomacs.ae or call us at +971 (04) 425 0700

Introduction

Six Sigma is the comprehensive business improvement strategy made famous by organisations such as Motorola, General Electric, Honeywell and others, which has been used to generate significant improvements in business performance.

Six Sigma is defined as “A comprehensive and flexible system for achieving, sustaining and maximising business success. Six Sigma is uniquely driven by close understanding of customer needs, disciplined use of facts, data and statistical analysis, and diligent attention to managing, improving and reinventing business processes.” (The Six Sigma Way, by Pande, Newman and Cavanaugh).

Lean focuses on waste reduction, maximisation of value and building a culture in which continuous improvement and excellence becomes everyone's responsibility. Combining Lean and Six Sigma provides a powerful methodology for embedding improvement and excellence into any organisation's core values.

Lean Six Sigma is increasingly being adopted world wide in all industries and in both the public and private sectors.

It is a disciplined process focused on delivering near perfect products and services. It is based on a structured methodology for continuous improvement, that can be used to improve any process in any business and through its application over time, is an enabler of cultural change that changes the way organisations work and the way they think.

Lean Six Sigma is implemented through team members qualified to the Green Belt level identifying and actioning improvement projects using team based approaches. They are supported by more highly trained “improvement experts” qualified to the Black Belt level.

This course introduces participants to all of the core concepts underpinning the Lean Six Sigma approach to implementing a business improvement oriented culture and systems in organisations, and how these are used to improve customer satisfaction, process performance, and enhance competitive advantage and business results.

In Lean Six Sigma organisations, it is the Green Belts who lead and contribute to the majority of improvement teams undertaking the improvement projects that will make continuous improvement through Lean Six Sigma a key element of achieving and maintaining operational excellence.

The seminar will provide participants the level of knowledge and skill required to achieve accreditation at the Green Belt level.

Objectives

The Lean Six Sigma Green Belt course is presented as single 5-day workshop and allows time after the workshop for participants to initiative their own workplace based Lean Six Sigma application projects.

This course assumes that all participants have completed the Yellow Belt program as a pre-requisite which is effectively considered as “module one” of the Green Belt program.

The Green Belt program builds on the foundation concepts and methodologies introduced in the Yellow Belt program by examining the DMAIC process in more detail, phase-by-phase.

Participants should be in a position where they can undertake their own workplace based Lean Six Sigma improvement project upon completion of the 5-day seminar in order to consolidate and provide practical application of the learning.

Also, addressed during the second workshop are an introduction to Design for Six Sigma (DFSS) based on the DMADV framework and various Lean Thinking based concepts that complement the core Lean Six Sigma body of knowledge and that will improve the effectiveness of Green Belts in their business improvement role.

The objectives of this course are to provide participants with a:

  • More detailed and advanced understanding of the DMAIC and DMADV process
  • Thorough understanding of measurement and key data analysis technique aimed at understanding process performance, problem solving and root cause analysis
  • Working knowledge of the Failure Modes and Effects Analysis Technique
  • The “Wrestling with Jellyfish” methodology for dealing with intangible problems
  • A complete coverage of all Lean methods and technique

In particular, it is expected that participants completing the Green Belt program will be able to successfully execute and implement projects using each of the methodologies covered in the seminar and be able to correctly decide which the most appropriate methodology for each situation is.

Participants completing this seminar may elect to progress further in order to achieve the more advanced Black Belt accreditation.

Training Methodology

The Lean Six Sigma Green Belt seminar is a hands-on, stimulating learning experience.

The course will be highly interactive, with opportunities to advance your opinions and ideas. Participation is encouraged in a supportive environment.

To ensure the concepts introduced during the seminar are understood, they will be reinforced through a mix of learning methods, including lecture style presentation, open discussion, case studies, simulations and group work.

The Green Belt program is delivered by way of a 5-day workshop, supported by a team based project showing the application of Lean Six Sigma Green Belt techniques to the workplace, upon completion of the course.

*Note: Some of the topics covered in this seminar will make use of the Microsoft Excel Spreadsheet software and the “Data Analysis Toolpak” add-in. Participants will need to bring laptops to the seminar with the “Toolpak” add-in installed and activated.

It has been our experience that the learning value of the training experience is maximised if there are enough laptop computers available so that no more than two participants have to share a computer.

Organisational Impact

Organisations who expose participants to the training and development experience provided by this seminar will be contributing to building a core of knowledgeable and skilled staff who will be able to add value through their contributions as team members and team leaders for Lean Six Sigma improvement projects at an intermediate-to-advanced level.

In addition to being able to undertake more advanced projects themselves, Green Belts will be in position to lead, mentor and guide Yellow Belt Teams to ensure successful completion of projects.

Personal Impact

Individuals attending this seminar will gain knowledge and skills in key business and operational improvement methodologies, tools and techniques at a more advanced level than the Yellow Belt program in addition to developing their measurement and data analysis skills. They will be able to initiate, execute and deliver improvement projects for their organisations addressing a significantly broader range of problems including addressing intangible issues.

They will also be able to contribute to the development of Lean Six Sigma implementation strategies.

Who Should Attend?

The best candidates for Green Belt training are typically employees at any level who have an interest in improving the organisation. This can include:

  • Senior Managers who may wish to participant in the occasional high level project and use their knowledge of Lean Six Sigma concepts, tools and techniques to improve their understanding of the business and improve their problem solving and decision making skills
  • Middle Managers, Front Line Managers and Team Leaders who wish to define, lead and participate in improvement initiates
  • Operational level employees who are interested in improvement and in being involved in the process of improvement

The Lean Six Sigma skills and knowledge acquired in this course are "generic" in nature and just as applicable to manufacturing, process or service industries. In fact, a key part of the learning occurs as a result of translating the concepts covered in the seminar to each individual organisation's specific context.

This seminar challenges participants at a fundamental level to understand and managed their existing organisations as effectively and efficiently as possible given current constraints and equips them with the tools and methodologies to improve their organisations to achieve increasingly higher levels of performance.

Therefore, this course will people working at levels of any type of organisation - public sector or private sector, manufacturing, process or services.

Seminar Outline

DAY 1

Introduction and Foundation Concepts

  • Introduction to Lean Six Sigma
  • Roles and Responsibilities
  • Linking Improvement to Strategy
  • Selecting the Right Projects

The Define Phase Detail

  • Define Phase Overview       
  • Identifying Opportunities
  • The Three Voices of Define
    • The Voice of the Business
      • Project Selection
      • Problem Definition
      • Building and Effective Six Sigma Team
      • Developing the Project Charter
      • Building the Business Case
    • The Voice of the Customer
      • Understanding the Voice of the Customer
      • KANO Analysis
      • Customer Requirements Statements
      • Critical to Quality Factors
    • The Voice of the Process
      • SIPOC Diagram
      • Process Mapping
      • Process Blocking
      • Process Deployment Charts
      • Service Blueprinting
      • Process Flow Analysis/ Value Stream Analysis
      • Lean Define Techniques
      • Value Stream Mapping
      • Value Added/Non-Value Added Analysis
      • Define Phase Tollgate Review

The Measure Phase Detail

  • Determining What to Measure
    • The Y=f(x) Relationship
    • The Generic Process Measurement Scorecard
    • Leading and Lag Indicators
    • Monitoring and Diagnostic Measures
    • Critical to Quality Tree
    • Measurement Assessment Tree
    • Developing Operational Definitions
    • Measurement System Analysis

DAY 2

The Measure Phase Detail (continued)

  • Understanding the Measures
    • The Funnel Experiment/Simulation
    • Normalisation
    • Populations and Samples
    • Sampling and Bias
    • Types of Data
    • Collecting and Displaying Data
    • Checksheets and Pareto Charts
    • The Pareto Principle
    • Dot plots, Histograms & Run Charts
    • Developing Descriptive Measures of Data
    • Measures of Location - Mean/Median/Mode
    • Measure of Spread - Range, Standard Deviation, IQR
    • Box Plots and test for Normality
  • Understanding Variation
    • Common and Special Causes
    • The Normal Distribution
    • Quantifying Process Performance
    • The Control Chart Concept
    • Stable and Unstable Processes
    • Process Improvement through Variation Reduction
    • The Shewart Tests
    • Introduction to Statistical Process Control
  • Assessing Process Performance
    • Process Capability
    • The Hidden Factory
    • Yield, First Pass Yield and Final Throughput Yield
    • Defects and Defects Per Million Opportunities (DPMO)
    • Calculating Sigma Levels/Sigma Rating
  • Lean Measures
    • Time efficiency metrics
    • Cycle time and Takt time
    • Measuring wastes

Measure Phase Tollgate Review 

The Analyse Phase Detail

  • Sources of Variation and Root Cause Analysis
    • Root Causes Analysis
    • Determining Sources of Variation (SOV)
    • Data Analysis vs Process Analysis
    • The 5-Why's Technique
    • Disaggregation/Stratification of Data
    • Fishbone Diagram Revisited
    • The Cause and Effect Matrix
    • Process Complexity Analysis/Failure Mapping
    • Process Deployment Chart

DAY 3

The Analyse Phase Detail (continued)

  • Sources of Variation and Root Cause Analysis
    • Root Causes Analysis
    • Determining Sources of Variation (SOV)
  • Structured Analytical Tools and Frameworks
    • Data Analysis vs Process Analysis
    • The 5-Why's Technique
    • Fishbone Diagram Revisited
    • The Cause and Effect Matrix
    • Disaggregation/Stratification of Data
  • Process Analysis
    • Process Complexity Analysis/Failure Mapping
    • Process Deployment Chart
  • Verification Tools
  • Failure Modes and Effects Analysis

DAY 4

The Analyse Phase Detail (continued)

  • Problem Solving for Intangible and Conceptual Problems
    • Affinity Diagram
    • Relationship Diagram
    • Systematic Diagram
    • Allocations Matrix
  • Lean Analysis Techniques
    • Process Value Stream Analysis/Current State
    • Toyota’s 4 Rules
    • Flow Analysis - Time Traps and Contraints
    • Waste Analysis
    • Lean Lenses
  • Analysis Phase Tollgate Review

The Improve Phase Detail

  • Generating Potential Solutions
    • Fishbone Diagram applied to improvement
    • Systematic Diagram applied to improvement
    • Process Improvement Checklist
    • Technology Enablement
    • Failure Modes and Effects Analysis

DAY 5

The Improve Phase Detail (continued)

  • Lean approaches to Improve
    • Creating Process Stability
    • Toyota’s Four Rules
    • 5-S
    • Poka-Yoke and Mistake-Proofing
    • Standardised Work
    • Kaizen
  • Solution Assessment and Selection
    • Process Modelling
    • Potential Solutions Matrix
    • Decision Matrix
  • Implementation Planning
    • Simulation and Piloting
    • Barriers and Aids Analysis
    • Qualitative Risk Analysis
  • Introduction to Design for Six Sigma
  • Improve Phase Tollgate Review
  • Control Phase Detail
    • The Process Scorecard
    • The Process Management and Control System     
    • Control Phase Tollgate Review

Conclusion

  • Implementation Issues
  • Making Operational Excellence through Lean Six Sigma a core organisational value
  • Integrating Lean Six Sigma Improvements and Strategy
  • Managing the improvement process

Accreditation

  • Quality Logo
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Lean Six Sigma Green Belt Program


Upcoming Dates

Code Date Venue Fees

GLOMACS is an "Approved Provider" with The Council for Six Sigma Certification, the official industry standard for Six Sigma Accreditation. The Council for Six Sigma Certification is a professional accrediting body within the Six Sigma industry. Glomacs is awarded the "Approved Provider" status after rigorous review of an extensive checklist for compliance. Therefore, individuals attending Glomacs’ Six Sigma Certification training are guaranteed to be exposed to the complete Body of Knowledge and the minimum required standard of proficiency for Six Sigma and its implementation.

Introduction

Six Sigma is the comprehensive business improvement strategy made famous by organisations such as Motorola, General Electric, Honeywell and others, which has been used to generate significant improvements in business performance.

Six Sigma is defined as “A comprehensive and flexible system for achieving, sustaining and maximising business success. Six Sigma is uniquely driven by close understanding of customer needs, disciplined use of facts, data and statistical analysis, and diligent attention to managing, improving and reinventing business processes.” (The Six Sigma Way, by Pande, Newman and Cavanaugh).

Lean focuses on waste reduction, maximisation of value and building a culture in which continuous improvement and excellence becomes everyone's responsibility. Combining Lean and Six Sigma provides a powerful methodology for embedding improvement and excellence into any organisation's core values.

Lean Six Sigma is increasingly being adopted world wide in all industries and in both the public and private sectors.

It is a disciplined process focused on delivering near perfect products and services. It is based on a structured methodology for continuous improvement, that can be used to improve any process in any business and through its application over time, is an enabler of cultural change that changes the way organisations work and the way they think.

Lean Six Sigma is implemented through team members qualified to the Green Belt level identifying and actioning improvement projects using team based approaches. They are supported by more highly trained “improvement experts” qualified to the Black Belt level.

This course introduces participants to all of the core concepts underpinning the Lean Six Sigma approach to implementing a business improvement oriented culture and systems in organisations, and how these are used to improve customer satisfaction, process performance, and enhance competitive advantage and business results.

In Lean Six Sigma organisations, it is the Green Belts who lead and contribute to the majority of improvement teams undertaking the improvement projects that will make continuous improvement through Lean Six Sigma a key element of achieving and maintaining operational excellence.

The seminar will provide participants the level of knowledge and skill required to achieve accreditation at the Green Belt level.

Objectives

The Lean Six Sigma Green Belt course is presented as single 5-day workshop and allows time after the workshop for participants to initiative their own workplace based Lean Six Sigma application projects.

This course assumes that all participants have completed the Yellow Belt program as a pre-requisite which is effectively considered as “module one” of the Green Belt program.

The Green Belt program builds on the foundation concepts and methodologies introduced in the Yellow Belt program by examining the DMAIC process in more detail, phase-by-phase.

Participants should be in a position where they can undertake their own workplace based Lean Six Sigma improvement project upon completion of the 5-day seminar in order to consolidate and provide practical application of the learning.

Also, addressed during the second workshop are an introduction to Design for Six Sigma (DFSS) based on the DMADV framework and various Lean Thinking based concepts that complement the core Lean Six Sigma body of knowledge and that will improve the effectiveness of Green Belts in their business improvement role.

The objectives of this course are to provide participants with a:

  • More detailed and advanced understanding of the DMAIC and DMADV process
  • Thorough understanding of measurement and key data analysis technique aimed at understanding process performance, problem solving and root cause analysis
  • Working knowledge of the Failure Modes and Effects Analysis Technique
  • The “Wrestling with Jellyfish” methodology for dealing with intangible problems
  • A complete coverage of all Lean methods and technique

In particular, it is expected that participants completing the Green Belt program will be able to successfully execute and implement projects using each of the methodologies covered in the seminar and be able to correctly decide which the most appropriate methodology for each situation is.

Participants completing this seminar may elect to progress further in order to achieve the more advanced Black Belt accreditation.

Training Methodology

The Lean Six Sigma Green Belt seminar is a hands-on, stimulating learning experience.

The course will be highly interactive, with opportunities to advance your opinions and ideas. Participation is encouraged in a supportive environment.

To ensure the concepts introduced during the seminar are understood, they will be reinforced through a mix of learning methods, including lecture style presentation, open discussion, case studies, simulations and group work.

The Green Belt program is delivered by way of a 5-day workshop, supported by a team based project showing the application of Lean Six Sigma Green Belt techniques to the workplace, upon completion of the course.

*Note: Some of the topics covered in this seminar will make use of the Microsoft Excel Spreadsheet software and the “Data Analysis Toolpak” add-in. Participants will need to bring laptops to the seminar with the “Toolpak” add-in installed and activated.

It has been our experience that the learning value of the training experience is maximised if there are enough laptop computers available so that no more than two participants have to share a computer.

Organisational Impact

Organisations who expose participants to the training and development experience provided by this seminar will be contributing to building a core of knowledgeable and skilled staff who will be able to add value through their contributions as team members and team leaders for Lean Six Sigma improvement projects at an intermediate-to-advanced level.

In addition to being able to undertake more advanced projects themselves, Green Belts will be in position to lead, mentor and guide Yellow Belt Teams to ensure successful completion of projects.

Personal Impact

Individuals attending this seminar will gain knowledge and skills in key business and operational improvement methodologies, tools and techniques at a more advanced level than the Yellow Belt program in addition to developing their measurement and data analysis skills. They will be able to initiate, execute and deliver improvement projects for their organisations addressing a significantly broader range of problems including addressing intangible issues.

They will also be able to contribute to the development of Lean Six Sigma implementation strategies.

Who Should Attend?

The best candidates for Green Belt training are typically employees at any level who have an interest in improving the organisation. This can include:

  • Senior Managers who may wish to participant in the occasional high level project and use their knowledge of Lean Six Sigma concepts, tools and techniques to improve their understanding of the business and improve their problem solving and decision making skills
  • Middle Managers, Front Line Managers and Team Leaders who wish to define, lead and participate in improvement initiates
  • Operational level employees who are interested in improvement and in being involved in the process of improvement

The Lean Six Sigma skills and knowledge acquired in this course are "generic" in nature and just as applicable to manufacturing, process or service industries. In fact, a key part of the learning occurs as a result of translating the concepts covered in the seminar to each individual organisation's specific context.

This seminar challenges participants at a fundamental level to understand and managed their existing organisations as effectively and efficiently as possible given current constraints and equips them with the tools and methodologies to improve their organisations to achieve increasingly higher levels of performance.

Therefore, this course will people working at levels of any type of organisation - public sector or private sector, manufacturing, process or services.

SEMINAR OUTLINE

DAY 1

Introduction and Foundation Concepts

  • Introduction to Lean Six Sigma
  • Roles and Responsibilities
  • Linking Improvement to Strategy
  • Selecting the Right Projects

The Define Phase Detail

  • Define Phase Overview       
  • Identifying Opportunities
  • The Three Voices of Define
    • The Voice of the Business
      • Project Selection
      • Problem Definition
      • Building and Effective Six Sigma Team
      • Developing the Project Charter
      • Building the Business Case
    • The Voice of the Customer
      • Understanding the Voice of the Customer
      • KANO Analysis
      • Customer Requirements Statements
      • Critical to Quality Factors
    • The Voice of the Process
      • SIPOC Diagram
      • Process Mapping
      • Process Blocking
      • Process Deployment Charts
      • Service Blueprinting
      • Process Flow Analysis/ Value Stream Analysis
      • Lean Define Techniques
      • Value Stream Mapping
      • Value Added/Non-Value Added Analysis
      • Define Phase Tollgate Review

The Measure Phase Detail

  • Determining What to Measure
    • The Y=f(x) Relationship
    • The Generic Process Measurement Scorecard
    • Leading and Lag Indicators
    • Monitoring and Diagnostic Measures
    • Critical to Quality Tree
    • Measurement Assessment Tree
    • Developing Operational Definitions
    • Measurement System Analysis

DAY 2

The Measure Phase Detail (continued)

  • Understanding the Measures
    • The Funnel Experiment/Simulation
    • Normalisation
    • Populations and Samples
    • Sampling and Bias
    • Types of Data
    • Collecting and Displaying Data
    • Checksheets and Pareto Charts
    • The Pareto Principle
    • Dot plots, Histograms & Run Charts
    • Developing Descriptive Measures of Data
    • Measures of Location - Mean/Median/Mode
    • Measure of Spread - Range, Standard Deviation, IQR
    • Box Plots and test for Normality
  • Understanding Variation
    • Common and Special Causes
    • The Normal Distribution
    • Quantifying Process Performance
    • The Control Chart Concept
    • Stable and Unstable Processes
    • Process Improvement through Variation Reduction
    • The Shewart Tests
    • Introduction to Statistical Process Control
  • Assessing Process Performance
    • Process Capability
    • The Hidden Factory
    • Yield, First Pass Yield and Final Throughput Yield
    • Defects and Defects Per Million Opportunities (DPMO)
    • Calculating Sigma Levels/Sigma Rating
  • Lean Measures
    • Time efficiency metrics
    • Cycle time and Takt time
    • Measuring wastes

Measure Phase Tollgate Review 

The Analyse Phase Detail

  • Sources of Variation and Root Cause Analysis
    • Root Causes Analysis
    • Determining Sources of Variation (SOV)
    • Data Analysis vs Process Analysis
    • The 5-Why's Technique
    • Disaggregation/Stratification of Data
    • Fishbone Diagram Revisited
    • The Cause and Effect Matrix
    • Process Complexity Analysis/Failure Mapping
    • Process Deployment Chart

DAY 3

The Analyse Phase Detail (continued)

  • Sources of Variation and Root Cause Analysis
    • Root Causes Analysis
    • Determining Sources of Variation (SOV)
  • Structured Analytical Tools and Frameworks
    • Data Analysis vs Process Analysis
    • The 5-Why's Technique
    • Fishbone Diagram Revisited
    • The Cause and Effect Matrix
    • Disaggregation/Stratification of Data
  • Process Analysis
    • Process Complexity Analysis/Failure Mapping
    • Process Deployment Chart
  • Verification Tools
  • Failure Modes and Effects Analysis

DAY 4

The Analyse Phase Detail (continued)

  • Problem Solving for Intangible and Conceptual Problems
    • Affinity Diagram
    • Relationship Diagram
    • Systematic Diagram
    • Allocations Matrix
  • Lean Analysis Techniques
    • Process Value Stream Analysis/Current State
    • Toyota’s 4 Rules
    • Flow Analysis - Time Traps and Contraints
    • Waste Analysis
    • Lean Lenses
  • Analysis Phase Tollgate Review

The Improve Phase Detail

  • Generating Potential Solutions
    • Fishbone Diagram applied to improvement
    • Systematic Diagram applied to improvement
    • Process Improvement Checklist
    • Technology Enablement
    • Failure Modes and Effects Analysis

DAY 5

The Improve Phase Detail (continued)

  • Lean approaches to Improve
    • Creating Process Stability
    • Toyota’s Four Rules
    • 5-S
    • Poka-Yoke and Mistake-Proofing
    • Standardised Work
    • Kaizen
  • Solution Assessment and Selection
    • Process Modelling
    • Potential Solutions Matrix
    • Decision Matrix
  • Implementation Planning
    • Simulation and Piloting
    • Barriers and Aids Analysis
    • Qualitative Risk Analysis
  • Introduction to Design for Six Sigma
  • Improve Phase Tollgate Review
  • Control Phase Detail
    • The Process Scorecard
    • The Process Management and Control System     
    • Control Phase Tollgate Review

Conclusion

  • Implementation Issues
  • Making Operational Excellence through Lean Six Sigma a core organisational value
  • Integrating Lean Six Sigma Improvements and Strategy
  • Managing the improvement process

Quality Logo

GLOMACS is an Approved Provider with The Council for Six Sigma Certification, the official industry standard for Six Sigma Accreditation. The Council for Six Sigma Certification is a professional accrediting body within the Six Sigma industry. Glomacs is awarded the Approved Provider status after rigorous review of an extensive checklist for compliance. Therefore, individuals attending Glomacs’ Six Sigma Certification training are guaranteed to be exposed to the complete Body of Knowledge and the minimum required standard of proficiency for Six Sigma and its implementation.

Quality Logo

GLOMACS is registered with NASBA as a sponsor of Continuing Professional Education (CPE) on the National Registry of CPE Sponsors. NASBA have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.learningmarket.org.

 

All Training Seminars delivered by GLOMACS by default are eligible for CPE Credit.



© 2017. Material published by GLOMACS shown here is copyrighted.
All rights reserved. Any unauthorized copying, distribution, use, dissemination, downloading, storing (in any medium), transmission, reproduction or reliance in whole or any part of this course outline is prohibited and will constitute an infringement of copyright.

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