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SixSigma IASSC
The IASSC Certified Lean Leader (ICLL) program teaches Lean Foundations, Team Leadership, Process Optimization, Quality, Risk Management, and Management Systems, preparing professionals to evaluate and improve organizational performance.
120
Minutes
90
Questions
70/100
Passing Score
$250
Exam Cost
Who Should Take This
Mid‑level managers, supervisors, and aspiring continuous‑improvement specialists who have basic exposure to Lean concepts benefit from this certification. They seek to deepen their analytical skills, lead cross‑functional teams, and drive measurable process enhancements without prior Lean credentials. The exam validates their ability to evaluate and implement Lean initiatives.
What's Covered
1
Lean Foundations and Team Leadership
2
Lean Process Optimization
3
Lean Quality and Risk Management
4
Lean Management Systems
What's Included in AccelaStudy® AI
Adaptive Knowledge Graph
Practice Questions
Lesson Modules
Console Simulator Labs
Exam Tips & Strategy
20 Activity Formats
Course Outline
60 learning goals
1
Lean Foundations and Team Leadership
2 topics
Advanced Lean Principles
- Apply advanced Lean principles to design improvement strategies that integrate waste elimination, flow optimization, and pull-based production across complex value streams.
- Apply Gemba walk methodology to conduct structured workplace observations that identify improvement opportunities across multiple process areas and functional boundaries.
- Design Kaizen continuous improvement programs that sustain incremental improvement culture across teams and departments through structured engagement and recognition.
- Apply the Kano model to classify customer requirements into must-be, one-dimensional, and attractive categories and prioritize improvement efforts based on customer satisfaction impact.
- Analyze the interrelationships between the five Lean principles to determine how weaknesses in one principle create cascading inefficiencies across the entire value stream.
- Apply the Kano model analysis results to prioritize product and service features that maximize customer satisfaction while minimizing development and delivery costs.
- Design Gemba walk programs with structured observation checklists, follow-up action tracking, and feedback loops to sustain a culture of shop-floor engagement.
Team Skills and Performance Management
- Apply teamwork and team skills including consensus building, brainstorming, and empowerment techniques to lead Lean improvement teams toward productive outcomes.
- Design KPI dashboards that track critical performance indicators aligned with organizational goals and provide actionable insights for continuous improvement decision-making.
- Analyze MUDA, MURA, and MURI across interconnected processes to identify systemic efficiency losses and recommend coordinated waste elimination strategies.
- Apply SMART goal methodology to establish measurable improvement objectives and create accountability structures for Lean initiative progress tracking.
- Apply stakeholder management techniques to identify, engage, and communicate with stakeholders at various organizational levels during Lean transformation initiatives.
- Analyze team dynamics during Lean improvement activities to identify conflict patterns, communication breakdowns, and engagement barriers that impede improvement velocity.
- Design stakeholder communication plans that tailor message content, frequency, and channel selection to different organizational levels and influence profiles.
2
Lean Process Optimization
2 topics
Flow and Production Systems
- Apply Just-In-Time (JIT) principles to design production systems that pull parts through production based on customer demand rather than pushing based on projected demand.
- Design Kanban pull systems with appropriate signal types (cards, bins, electronic signals), calculate kanban quantities, and establish replenishment rules for inventory regulation.
- Apply Heijunka (level scheduling) principles to sequence mixed-model production in small batches that smooth demand variability and reduce inventory requirements.
- Apply SMED (Single-Minute Exchange of Dies) methodology to analyze and reduce setup and changeover times by separating internal and external setup activities.
- Analyze bottleneck processes to determine system throughput constraints and apply theory of constraints principles to improve bottleneck capacity.
- Apply continuous flow principles to design production cells and process layouts that minimize work-in-process inventory and reduce transfer batch sizes.
- Calculate takt time for production processes and balance workloads across process steps to achieve synchronized flow matched to customer demand rates.
- Analyze the trade-offs between batch production and one-piece flow by evaluating setup times, WIP inventory costs, lead times, and quality feedback speed.
- Apply Kanban signal design principles to select appropriate signal types (cards, bins, two-bin, electronic) based on replenishment frequency and process complexity.
- Design production leveling schedules using Heijunka box techniques that sequence mixed-model production to minimize batch sizes while maintaining delivery commitments.
- Apply SMED analysis worksheets to document internal and external setup elements, convert internal to external setup, and streamline remaining internal elements.
Value Stream and Layout Optimization
- Design current-state and future-state value stream maps that quantify lead times, cycle times, and inventory levels to identify the highest-impact improvement opportunities.
- Apply layout planning principles to optimize production floor arrangements that minimize transportation waste, improve material flow, and support cellular manufacturing.
- Analyze flow diagrams and spaghetti diagrams to identify excessive movement, transportation waste, and layout inefficiencies that increase lead time and production costs.
- Design future-state process layouts that optimize material flow, reduce transportation distances, and support one-piece flow or small-batch production.
- Apply value stream mapping symbols and conventions to create standardized current-state maps that enable cross-functional teams to identify improvement opportunities consistently.
- Analyze current-state value stream maps to calculate process cycle efficiency (value-added time divided by total lead time) and identify the largest non-value-added time contributors.
- Design cellular manufacturing layouts that group related process steps into U-shaped cells to reduce transportation waste, improve communication, and enable flexible staffing.
3
Lean Quality and Risk Management
2 topics
Quality Systems and Error Prevention
- Apply Jidoka principles to design production systems with built-in quality verification that detect abnormalities automatically and prevent defective products from progressing downstream.
- Design Andon visual feedback systems with appropriate signal types, escalation tiers, and response protocols that enable rapid problem resolution on the production floor.
- Design poka-yoke mechanisms for critical process steps using contact, fixed-value, and motion-step methods to eliminate human error at the source.
- Apply risk analysis using FMEA methodology to identify, assess, and prioritize process risks and develop mitigation actions for high-risk failure modes.
- Calculate and interpret Overall Equipment Effectiveness (OEE) metrics (availability, performance, quality) to identify the biggest equipment-related losses and improvement opportunities.
- Analyze FMEA results to prioritize failure modes by Risk Priority Number (RPN) and develop targeted mitigation actions for the highest-risk process steps.
- Apply OEE improvement strategies to address specific availability, performance, and quality losses identified through OEE decomposition analysis.
- Design integrated quality inspection systems that combine Jidoka automation, poka-yoke prevention, and Andon alerting to create multi-layered defect defense.
Root Cause Analysis and Kaizen Events
- Apply advanced root cause analysis techniques including multi-level Ishikawa diagrams and structured 5 Whys with verification steps to complex, multi-factor process problems.
- Design and facilitate Kaizen task-force workshops (3-5 day rapid improvement events) with defined scope, team composition, data analysis, improvement implementation, and results verification.
- Analyze Kaizen event outcomes to evaluate improvement sustainability, measure actual versus expected results, and identify follow-up actions for continuous improvement.
- Design Kaizen event selection criteria that evaluate potential events based on strategic alignment, expected impact, team readiness, and resource requirements.
- Apply root cause verification techniques including testing, observation, and data collection to confirm that identified root causes are genuine rather than coincidental correlations.
- Analyze the sustainability of Kaizen event improvements at 30, 60, and 90 day intervals to determine whether gains are holding, eroding, or improving beyond initial targets.
4
Lean Management Systems
2 topics
Standardization and Visual Management
- Design standardized work documentation systems that capture best practices, task sequences, timing, and quality checks for consistent process execution across all shifts.
- Design comprehensive visual management systems including performance boards, status indicators, and control displays that communicate process status without verbal explanation.
- Apply 5S methodology at the department and facility level, establishing cross-functional 5S standards, audit schedules, and corrective action procedures.
- Apply short interval control and active supervision practices to monitor process performance at regular intervals and enable rapid corrective action when deviations occur.
- Apply leader standard work practices to structure daily management routines that include Gemba walks, performance reviews, coaching, and corrective action follow-up.
- Design 5S audit systems with scoring rubrics, audit schedules, trend tracking, and escalation protocols that sustain workplace organization standards across all areas.
Sustainment and DMAIC
- Design sustainment systems including monitoring schedules, review cadences, audit procedures, and escalation protocols that maintain Lean improvements over time.
- Apply DMAIC (Define, Measure, Analyze, Improve, Control) methodology to structure data-driven improvement projects that integrate statistical thinking with Lean practices.
- Apply PDCA methodology to continuously monitor, adjust, and refine sustained Lean processes based on ongoing performance data and stakeholder feedback.
- Analyze sustainment metrics to identify deteriorating process performance, control system gaps, and areas requiring reinforcement or additional improvement.
- Apply DMAIC Define phase tools including project charters, SIPOC diagrams, and voice of the customer analysis to scope data-driven improvement projects.
- Apply DMAIC Measure and Analyze phase tools including data collection plans, process capability assessment, and basic statistical analysis to identify root causes.
- Design control plans that specify ongoing monitoring methods, response plans for out-of-control conditions, and periodic review schedules to sustain DMAIC project improvements.
- Analyze the integration points between Lean waste elimination and DMAIC variation reduction to design improvement approaches that address both waste and variability simultaneously.
Scope
Included Topics
- All 34 subject matter topics in the IASSC Certified Lean Leader Body of Knowledge at the intermediate level.
- Lean foundations: Introduction to Lean, Gemba, Kaizen, KPIs, teamwork and team skills, MUDA/MURA/MURI waste identification, 5S methodology, Kano model for customer satisfaction, Just-In-Time (JIT) production principles.
- Lean process tools: bottleneck analysis, continuous flow, takt time, value stream mapping, flow diagrams (swim lanes), spaghetti diagrams, layout planning, SMED (Single-Minute Exchange of Dies), Heijunka (level scheduling), Kanban pull systems.
- Lean quality: Jidoka (zero defect), Andon visual systems, poka-yoke error proofing, root cause analysis (Ishikawa, 5 Whys), risk analysis with FMEA, OEE (Overall Equipment Effectiveness), Kaizen task-force workshops.
- Lean management: standardized work, sustainment practices, visual management, short interval control, DMAIC methodology, SMART goals, stakeholder management, PDCA cycle.
Not Covered
- Total Productive Maintenance (TPM), Six Big Losses, Hoshin Kanri (policy deployment), and change management covered exclusively in Lean Expert certification.
- Six Sigma statistical methods, hypothesis testing, regression analysis, DOE, and advanced SPC.
- Enterprise-wide strategic deployment and portfolio management covered in Master Black Belt certification.
Official Exam Page
Learn more at International Association for Six Sigma Certification
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