Lean Six Sigma Yellow Belt Training 

for Organizational Transformation 

Canada’s Best Municipal Lean Six Sigma Program for Government and Public Sector Organizations


Join us for 8 Online Sessions 




DATES: February 22 / March 8, 22 / April 5, 19 / May 17, 31 / June 14

Project Presentations in June 2022 - Date(s) TBC

WHEN: Tuesdays, 2pm - 4:30pm (EST)




The OMLI/WSCS Municipal Lean Six Sigma is a unique training program specifically developed for all levels of government and public sector organizations.  Your Lean journey with OMLI/WSCS includes; a customized blend of relevant information, learning materials and the proper tools to support continuous process improvement, realize efficiencies and ultimately, achieve cost savings. 

LEAN processes are faster, more efficient and deliver quality customer service. Understanding the “VOICE OF THE CUSTOMER” (your citizens) is fundamental to improving and streamlining your services. 


A Certified Lean Six Sigma Yellow Belt is a professional versed in the basics of the “Lean Six Sigma Methodology” and supports continuous improvement projects as a part of a Team or conducts small projects.  


A Lean Six Sigma Yellow Belt Professional possesses an understanding of the aspects within the phases of D-M-C (Define-Measure-Control).


This Lean Six Sigma Yellow Belt training program is applicable to government and public sector organizations and is an introductory course to learn about “Lean” thinking and how it can be applied daily to make improvements in the workplace. 



Yellow Belt training focuses on Lean Six Sigma tools and methodologies with specific examples of continuous improvement projects in government. Participants will be able to apply the Lean Six Sigma tools and methodologies to make their organizations more effective and efficient.


ALL government employees interested in participating and/or promoting continuous improvement projects. 


  1. Assist in Project Selection and Change Management
  2. Write effective problem statements using the Who, What, When, Where, Why, How and How much (5W2H) approach
  3. Aligning voice of the customer with process performance to determine overall capability and improvement opportunities
  4. Explain the fundamental concepts and principles of Lean and Six Sigma
  5. Construct Suppliers, Inputs, Process, Outputs, Customers (SIPOC), Process Flow and Spaghetti Maps
  6. Facilitate “root cause analysis” using cause and effect and the 5 Whys approach
  7. Generate and interpret process statistics and employ graphical analysis as an investigative tool
  8. Plan, facilitate and execute rapid improvement (“kaizen”) events, waste-walks






Tammy Carruthers


WSCS Consulting Inc. 


Tammy has over 25 years experience in the public sector in various positions including the Director of Finance/Treasurer and Information Technology of Lanark County, Portfolio Manager with Treasury Board Secretariat, Manager with the Ontario Ministries of Labour, Municipal Affairs and Housing, Telecommunications Analyst with the Canadian Radio-television Telecommunications Commission, Evaluator with Canada Mortgage and Housing Corporation as well as a Professor of Accounting.  

Since leaving the government Tammy has led several engagements as a LEAN Six Sigma Master Black Belt in both large and small organizations across North America and is a regular speaker and trainer for several municipal associations on leadership, strategic and financial planning, sustainability, LEAN government, risk management and asset management. In addition to being a Certified LEAN Six Sigma Master Black Belt, Tammy is a Chartered Professional Accountant, Certified Fraud Examiner, Project Management Professional, Certified Internal Controls Auditor, Certified Construction Auditor, Certified Information Systems Auditor and a Microsoft Certified IT Professional.



  1. You have been doing the same thing over and over without any significant improvement – “same old results”.
  2. Improving services at the same or lower costs, means getting a NEW PLAYBOOK!
  3. If your objective is to find new capacity within your employees, then you need to direct energy to important services and ELIMINATE the things that DON’T ADD VALUE.
  4. Shifting your focus on your customer and eliminating the non-value added activities and business processes does NOT mean reducing quality customer service.
  5. Re-energizing your organization to get employees excited about what they do will ignite endless possibilities.
  6. Taking the time to examine the actual work performed will provide valuable insight into proper planning for the future.   


"Doing less with less... 

usually costs more in the long run."  








Sorry, registration is now closed.

For questions or more information please contact the Ontario Municipal Leadership Institute at [email protected]