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Lean Six Sigma Toolkit

Certified Lean Six Sigma Yellow Belt (CLSSYB) Training · TGS-2025053922

Interactive online tools

These browser-based tools are used during the labs. No installation or licence needed.

Tool What it does Used in
SIPOC & Process Map Guided SIPOC that enforces the 5-7 step rule, tags pain points, and generates the swimlane and handoff table from your actor assignments Labs 3, 12
5 Whys Build and share a 5 Whys root-cause chain Lab 8
Fishbone Diagram Build an Ishikawa cause-and-effect diagram Lab 8
Pareto Chart Collaborative session: the team brainstorms and votes, and the Pareto chart builds itself live Lab 7
NovaSPC Run charts, SPC charts (c, u, np, p, X-mR, X̄-R, X̄-s) and process capability from your own CSV Labs 7, 10

Using the SIPOC builder

  1. Set the process name, start point and stop point — the grid unlocks once boundaries are agreed.
  2. List the 5-7 process steps, then work outward: Outputs, Customers, Inputs, Suppliers.
  3. Click a process step to tag pain points (at least three) and assign the actor who performs it.
  4. Open the Swimlane tab — the lanes and every handoff are generated from your actor assignments.
  5. Fill in an owner on both sides of each handoff.
  6. Run Check my SIPOC, then export the PNG for your improvement package.

Using the collaborative Pareto tool

  1. One team member creates a session and shares the access code.
  2. Everyone else joins the session using that code.
  3. The team brainstorms candidate causes into the session.
  4. Each member votes on the causes that matter most.
  5. The live Pareto chart reveals the vital few to act on.

Templates you will produce

  • Lab 1 — Yellow Belt Role, Certification Paths, and Improvement Scenario: A Yellow Belt responsibility table and a selected improvement scenario.
  • Lab 2 — Lean, Six Sigma, Waste, Voice of Customer, and Value: A VOC-to-CTQ translation table, a value-added analysis, and a waste walk log.
  • Lab 3 — SIPOC, Process Mapping, Handoffs, and SME Support: A completed SIPOC and a detailed process map with pain points marked.
  • Lab 4 — PDCA Small Improvement Project Charter: A one-page PDCA charter with problem statement, goal, scope and success measure.
  • Lab 5 — DMAIC Overview, Problem Statement, Scope, and Stakeholders: A DMAIC phase table, refined problem statement, stakeholder map and benefit estimate.
  • Lab 6 — Data Collection, KPIs, Check Sheets, and Basic Metrics: A data collection plan, an operational definition set and a working check sheet.
  • Lab 7 — Pareto, Run Charts, Variation, Yield, DPU, and DPMO: A Pareto chart, a run chart and calculated yield, DPU, DPO, DPMO and sigma level.
  • Lab 8 — Root Cause Analysis with 5 Whys, Fishbone, and Evidence: A completed 5 Whys chain, a Fishbone diagram and an evidence-tested cause shortlist.
  • Lab 9 — Countermeasures, 5S, Mistake Proofing, Standard Work, and Kaizen: A prioritised countermeasure set with a 5S plan, a poka-yoke design and standard work.
  • Lab 10 — Control Plan, A3 Summary, Handover, and Certification Readiness: A control plan, an A3 one-page summary, a handover checklist and a readiness plan.
  • Lab 11 — Affinity Diagram and Kano Analysis: An Affinity Diagram of clustered VOC themes and a Kano classification table.
  • Lab 12 — Value Stream Map and Takt Time: A value stream map with lead time, process time and a calculated takt time.
  • Lab 13 — Solution Selection Matrix, Benchmarking, and FMEA: A scored solution selection matrix, a benchmarking summary and an FMEA with RPN.
  • Lab 14 — Descriptive Statistics and Implementation Planning: A descriptive statistics summary and a dated implementation plan.

Formula quick reference

Metric Formula
Yield (Good units / Total units) × 100
DPU Defects / Units
DPO Defects / (Units × Opportunities per unit)
DPMO DPO × 1,000,000
First Pass Yield (FPY) Units passing with no rework / Units started
Rolled Throughput Yield (RTY) FPY₁ × FPY₂ × … × FPYₙ
Process Cycle Efficiency Value-added time / Total lead time
Takt time Available working time / Customer demand

Sigma level reference

Sigma DPMO Yield
1σ 690,000 31%
2σ 308,000 69%
3σ 66,800 93.3%
4σ 6,210 99.38%
5σ 233 99.977%
6σ 3.4 99.99966%

The eight wastes — DOWNTIME

  • D — Defects: Wrong ticket category; work that must be redone
  • O — Overproduction: Reports nobody reads
  • W — Waiting: Tickets sitting in the triage queue
  • N — Non-utilised talent: Skilled agents doing routine data entry
  • T — Transport: Tickets bouncing between teams
  • I — Inventory: A growing backlog of unassigned tickets
  • M — Motion: Switching between four systems for one ticket
  • E — Extra-processing: Approvals that add no customer value

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