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Courses
How does it work?
Dmaic.com offers comprehensive and fully accredited online Lean training.
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Online Lean courses
Classroom and in-company trainingLean.nl also offers classroom Lean and Lean Six Sigma training. We organize our day and evening courses throughout the Netherlands. Read more
Online workshopsDon't immediately choose a course for you: just get the knowledge and tools that you can use right away. Read more
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CoursesCoursesOnline Lean coursesAffordable Lean packagesOnline Six Sigma coursesClassroom and in-company training
Lean.nl also offers classroom Lean and Lean Six Sigma training. We organize our day and evening courses throughout the Netherlands.
Read moreOnline workshops
Don't immediately choose a course for you: just get the knowledge and tools that you can use right away.
Read more
Orange Belt
Introduction: Orange Belt in Lean and Lean Six Sigma
An Orange Belt in Lean and Lean Six Sigma is an intermediate level of expertise, positioned between Yellow and Green Belt. Orange Belts are capable of leading small-scale improvement projects within their own departments.
Background
The Orange Belt is less common than other belts but is used by some organisations to recognise employees with skills beyond Yellow Belt but not yet at Green Belt level. It ensures that departmental improvements are systematically managed and aligned with broader goals.
Key Elements / Features
- Intermediate Skills: Applies Lean tools such as process mapping, waste analysis, and root cause identification.
- Project Leadership: Leads smaller projects within a department or functional area.
- Team Involvement: Guides colleagues in applying improvement techniques.
- Pathway Role: Serves as preparation for Green Belt training.
Applications / Examples
- Departmental Projects: Improving efficiency in specific workflows.
- Service Environments: Reducing errors in customer-facing processes.
- Operational Support: Assisting Green Belts in larger initiatives while managing smaller ones independently.
Relevance / Impact
Orange Belts contribute by driving localised improvements, empowering employees to take ownership of processes. They strengthen the improvement culture by ensuring that smaller changes are implemented effectively alongside larger organisational projects.
See also
