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  2. Lean Six Sigma - Wikipedia

    en.wikipedia.org/wiki/Lean_Six_Sigma

    The different levels of certifications are divided into belt colors. The highest level of certification is a black belt, signifying a deep knowledge of Lean Six Sigma principles. Below the black belt are the green and yellow belts. For each of these belts, level skill sets are available that describe which of the overall Lean Six Sigma tools ...

  3. List of Six Sigma certification organizations - Wikipedia

    en.wikipedia.org/wiki/List_of_Six_Sigma...

    This is a list of notable organizations that provide Six Sigma certification. Professional associations. American Society for Quality (ASQ)

  4. Lean enterprise - Wikipedia

    en.wikipedia.org/wiki/Lean_enterprise

    Lean enterprise is a practice focused on value creation for the end customer with minimal waste and processes. [4] The term has historically been associated with lean manufacturing and Six Sigma (or Lean Six Sigma) due to lean principles being popularized by Toyota in the automobile manufacturing industry and subsequently the electronics and internet software industries.

  5. Design for Six Sigma - Wikipedia

    en.wikipedia.org/wiki/Design_for_Six_Sigma

    Proponents of DMAIC, DDICA (Design Develop Initialize Control and Allocate) and Lean techniques might claim that DFSS falls under the general rubric of Six Sigma or Lean Six Sigma (LSS). Both methodologies focus on meeting customer needs and business priorities as the starting-point for analysis. [5] [1]

  6. List of Six Sigma companies - Wikipedia

    en.wikipedia.org/wiki/List_of_Six_Sigma_companies

    The following companies claim to have successfully implemented Six Sigma in some form or another: 3M [1] Amazon [2] Atos [3] Autoliv [4] BAE Systems [5] Bank of ...

  7. Five whys - Wikipedia

    en.wikipedia.org/wiki/Five_whys

    [2] The tool has seen use beyond Toyota, and is now used within Kaizen, lean manufacturing, lean construction and Six Sigma. The five whys were initially developed to understand why new product features or manufacturing techniques were needed, and was not developed for root cause analysis. In other companies, it appears in other forms.