Every operational process carries pockets of waste that quietly erode margins, slow delivery, and frustrate customers—yet most teams never learn to see them until profitability starts to slip. This Applied Lean Six Sigma Training Course for Operations Teams, delivered by the Arab British Fellowship Training Academy, tackles that blind spot directly, giving operations professionals a structured way to find inefficiency, fix it, and keep it from coming back.

Rather than treating Lean and Six Sigma as separate toolkits, the course merges the speed-and-simplicity mindset of Lean with the data-driven rigor of Six Sigma’s DMAIC cycle. Participants leave with a working method for tightening workflows, cutting errors, and lifting customer satisfaction—skills that translate directly into faster, leaner, higher-quality operations.

Who Should Attend?

• Operations managers and team leaders looking to raise team performance.
• Quality assurance and continuous-improvement professionals, alongside supply chain and logistics coordinators.
• Engineers and technicians directly involved in process optimization.

Knowledge and Benefits:

By the end of the course, participants will be able to:

• Apply the DMAIC methodology to real process problems, from defining scope to controlling results.
• Explain the principles and combined benefits of Lean and Six Sigma in an operational setting.
• Spot and eliminate waste using structured analysis rather than guesswork.
• Use core data-analysis and root-cause tools to validate decisions and control quality.
• Champion a continuous-improvement mindset among their operational teams.

Module 1: Why Waste Undermines Operational Performance

• The strategic and financial value Lean Six Sigma adds to day-to-day operations.
• Where Lean and Six Sigma came from, and how each methodology evolved.
• Key similarities and differences between the two approaches.

Module 2: The Thinking Behind Lean Six Sigma

• Core concepts of value, flow, pull, and perfection.
• Understanding customer value and the voice of the customer (VOC).
• How the operations professional’s role shapes an LSS initiative’s success.

Module 3: Scoping and Defining the Problem

• Identifying the real problem and setting realistic project scope.
• Defining goals, customers, and critical-to-quality (CTQ) requirements.
• Building project charters and mapping stakeholders.

Module 4: Measuring What Matters

• Establishing reliable baselines for current performance.
• Choosing the process metrics that actually reflect performance.
• Data collection techniques and measurement systems analysis (MSA).

Module 5: Reading the Process — Analysis and Root Cause

• Spotting variation and bottlenecks through value stream and flow-chart mapping.
• Running process capability analysis to quantify performance gaps.
• Applying fishbone diagrams and the 5 Whys to trace root causes.
• Using Pareto analysis to prioritize issues, backed by statistical validation.

Module 6: From Ideas to Lean Improvements

• Brainstorming, piloting, and selecting the strongest improvement ideas.
• Applying 5S to organize the workplace and reduce wasted motion.
• Using Kaizen for continuous, incremental improvement.
• Standardizing work and introducing visual controls.

Module 7: Locking In Control

• Developing control plans and operational checklists.
• Using Statistical Process Control (SPC) and control charts to catch drift early.
• Sustaining gains through documentation and team training.

Module 8: Building a Lasting Improvement Culture

• Embedding a culture of continuous improvement across operations.
• The role leadership and communication play in sustaining change.
• Spotting future opportunities to keep enhancing the process.