Program for Operational Excellence

Lean Six Sigma Green Belt

Join us online August 23-31, 2021 to learn the most successful methodology to help organizations continuously improve quality, manage projects and achieve higher levels of performance.

Lean Six Sigma Green Belt and Lean Enterprise (4 days) and Six Sigma Green Belt (3 days)

Online Lean Six Sigma Green Belt Training

Choose from a 3-day training for a Lean Six Sigma Green Belt certification or a 4-day training for a Lean Six Sigma Green Belt and a Lean Enterprise certification from McGill University. 

  • Online - August 23 (Mon), August 24 (Tues), August 30 (Mon) and August 31 (Tues for 4 day training), 2021 - Register

The cost is $1,900.00 CDN for the 3 day in-person training sessions and $1599 CDN for the 3 day online training session.
The cost is $2600.00 CDN for the 4 day in-person training sessions and $2189 CDN for the 4 day online training session.

All taxes are included.

For any inquiries, please email leansixsigma [at] or call 514-398-4066.

If you do not see a date that works for you, please fill out the expression of interest form below in order to receive the latest updates of our upcoming sessions.

Pre-requisites & Cancellation Policy

**After completing all requirements (perfect attendance and class participation) and passing a final exam, participants will obtain a  Lean Six Sigma Green Belt and Lean Enterprise certification (4 days course), or a Six Sigma Green Belt certification (3 days course). The certificate is issued by McGill University.

*Spaces are limited and course registration is processed on a first-come first-served basis.

Cancellation Policy

McGill University reserves the right to cancel any course for lack of sufficient attendees, in which case registration fees will be fully refunded. If applicants cancel less than two weeks prior to the start of the class, they will be charged $100.00. Applicants also have the right to send a replacement, if they are unable to attend the session.


Attendees must have at least two years of relevant full-time work experience (no internships)

Alex BoussettaAbout the training

For more information on Six Sigma Green Belt training at the Desautels Faculty of Management at McGill University, please contact: 
Tel.: 514-398-4066
leansixsigma [at]


Alex Boussetta, Eng. M. Eng., PMP, Agile SMC., EP
Certified Six Sigma Master Black Belt
Affiliate Member, Desautels Faculty of Management, McGill University
Executive Consultant, Operational Excellence, Abacus Team Inc.

Course Description

Six Sigma has become the most successful continuous improvement methodology and project management methodology for quality improvements. Focusing on customers’ needs, this approach utilizes data driven tools, team based decision making, and a rigorous methodology to solve problems related to quality, time , cost, waste, non value added, Muda, variation, and to ensure that the solutions are sustained over time. Obtaining a knowledge of the Six Sigma methodology has become a prominent skill for professionals in Development, Manufacturing and Operational Services companies.

An optional fourth day allows the participants to get a Lean Six Sigma Green Belt certification as they would acquire tools and experience related to Lean Enterprise goals, values, Lean Management, and to key additional tools related to Lean.

Experience and training in that methodology is usually an asset for management, operations, quality, engineering, product development, software development, logistics, asset management, IT, health care, service positions.  Professionals with Lean Green Belt certification are able to apply its principles to their work on a daily basis. The positions best suited for Green Belts include managers, directors, project managers, business analysts, process engineers, consultants, manufacturing engineers, warehouse, distribution, logistics specialists. Many companies in the services and manufacturing sectors recognize the competitive advantage of employees with a process improvement set of skills and mindset. These companies include Lean Six Sigma requirements in their senior and management job descriptions and related postings.


At the end of the training, the participants will be able to:

  • Understand the Six Sigma or Lean Six Sigma  methodology
  • Apply it to transactional and operational processes, as well as products
  • Identify root causes of a problem (moderate complexity)
  • Find and implement solutions

Teaching Method

  • Theory will be given regularly throughout the seminar
  • A case study will be used as a global exercise. Students will progress through that case study, from the problem definition to the solutions.
  • An exam will also be given (1 hour)
  • Short project plan to be submitted 2 weeks after the class (3-4 hours of work)
  • A Lean Six Sigma green belt certificate will be given after the exam correction and submission of the project plan
  • A Lean Six Sigma green belt certificate will awarded to the participants who register to the optional fourth day

Course Outline

Day 1

1. Overview of Six Sigma

a. Context of continuous improvement
b. Applications

i. Process improvements
ii. Product improvements

c. Overview of the methodology and phases

i. The 5 phases
ii. The metrics: Sigma, DPMO, yields, cost of poor quality

2. Explanation of the evaluation process 

a. Case study 
b. Exam 

3. Recognize and Define phase (phase 1): defining the problem and the project

a. Selecting the right projects to improve
b. Defining the project (project definition, SIPOC)
c. Setting objectives
d. Defining the project team 

4. Presentation of the case study:

a. Based on a cell phone or palm pilot design and manufacturing company.
b. The case study will contain quality, delivery, and cost issues related to the customer needs and expectations5. Measure introduction and Statistical notions review

a. Average, median, mode, range, standard deviation
b. Histograms
c. Behaviour of the Gaussian (normal) distribution

Day 2 

6. Measure phase (phase 2): measuring the actual performance  

a. Defining metrics related to the objectives

i. Overview of the metrics flow down
ii. Overview of the Quality Function Brainstorming
iii. Cause and effect diagrams, 5W

b. Mapping the process or the product
c. Analysis of the mapping

i. Risks, failure modes (FMEA)
ii. Value added, non value added principles

d. Data collection

i. Planning the data collection
ii. Overview of measurement system analysis

e. Process capability

i. Metrics: Cp, Cpk, DPMO
ii. Interpretation

7. Analyze phase (phase 3): identifying the vital factors                   

a. Graphical tools and interpretation

i. Pareto Chart, run chart, pie chart, scatter plot, etc

b. Understanding the variation:

i. Control charts: natural limits and specification limits
ii. Variation: random or assignable

c. Selection of the factors to improve

Day 3

8. Improve phase (phase 4): selection the right solution                  

a. Selecting the right solution
b. Creativity tools
c. Scenario evaluations and selection
d. Pilot and implementation plan

9. Control phase (phase 5): maintaining the improvements                            

a. Setting a control plan
b. Post mortem and audits
c. Evaluation the gains
d. Control charts and statistical process control overview
    appendix : SPC and control charts
e. References

10. Exam                                                     

Day 4 - Lean Enterprise and in Depth Lean tools 

This day is offered to the participants who register to the 4 day course

1. Overview of Lean                                                                                                                             

a. Brief overview of the history and concepts
b. Value, 7 wastes
c. Value stream
d. Flow and 1 piece flow
e. Pull
f. Perfection, Standard work
g. Kaizen event / improvement project roadmap

2. Value stream mapping

a. Value stream mapping vs Process Mapping
b. Takt time
c. Value stream mapping steps and rules
d. Analysis: wastes, clouds, bottleneck
e. Value Stream Improvement Planning

3. Visual Management

a. 5S
b. Visual management and mistake proofing

4. Toyota Production System leadership values and Lean Enterprise culture

a. Total employee involvement
b. Quick response
c. Action driven leadership
d. Habits and standard work

e. Gemba walks and the coaching kata
f. Driving accountability – Hoshin Kanri

g. Driving accountability – Lean Daily Management System

Why choose McGill?

An Institution of International Renown

McGill University is one of Canada's best-known institutions of higher learning and one of the leading universities in the world while the Desautels Faculty of Management is ranked as one of the world’s top international business schools. The faculty has been re-accredited by the European Quality Improvement System (EQUIS) for the maximum period of five years, and is a member of the United Nations’ Principles for Responsible Management Education (PRME) initiative and the Graduate Management Admission Council (GMAC), a non-profit organization of leading graduate business schools worldwide.

Accredited Training Providers

Council for Six Sigma CertificationThe Program for Operations Excellence at the Desautels Faculty of Management offers training opportunities tailored to meet the needs of corporate executives and professionals. This program has been delivering quality and operations related courses to students and industry professionals for over twelve years in the Montreal and Toronto areas.

The Council for Six Sigma Certification is a professional accrediting body within the Six Sigma industry. The accredited training providers are rigorously reviewed to ensure that they meet an extensive checklist of compliance.

EQUIS accreditation


Principles for Responsible Management Education (PRME)

Fill the information form below to stay informed on upcoming course dates.

Coronavirus (COVID-19)

For the latest information on McGill University's response to COVID-19, please visit the Coronavirus Information website.

For Desautels specific updates please visit our COVID-19 FAQ page.

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