Operational Excellence · Six Sigma

Training that becomes a project.
A project that becomes results.

We develop professionals and organizations to improve processes with method, data and execution discipline — from Yellow Belt training to Black Belt leadership, including guided implementation and technical evaluation of real projects.

Explore the learning path From training to practice

Evidence-based decisionsData before opinion.

DMAIC in practiceFrom definition to control.

Training + applicationLearn, execute and sustain.

6σ

Struckel / Six Sigma

Continuous improvement with technical depth and real-world application.

Yellow Belt Green Belt Black Belt Mentoring Evaluation

Far beyond the certificate

Six Sigma is not a collection of tools. It is a way to solve problems methodically.

Struckel structures the Six Sigma journey as a development system: professionals learn to identify opportunities, analyze processes, work with data, investigate causes, test solutions and sustain the results achieved.

The path combines technical training, practical application and project follow-up. Learning therefore does not end in the classroom — it continues into day-to-day operations.

The Yellow Belt brings improvement closer to operations. The Green Belt turns opportunities into projects. The Black Belt provides depth, guidance and governance.

Six Sigma Learning Path

Complementary roles for a culture of continuous improvement.

Each Belt has a different level of depth, autonomy and responsibility within improvement projects.

01 / Foundation training

Yellow Belt

Understand, participate in and support projects.

Introductory, practical training designed to create a common foundation of continuous improvement language, concepts and tools.

16 hoursreference workload

Lowproject autonomy

Fundamentals of continuous improvement, PDSA and DMAIC.
SIPOC, VOC, process mapping, Pareto and cause-and-effect analysis.
Data collection, indicators and basic stratification.
Identification of waste and improvement opportunities.
Support for implementation and sustainment of improvements.

Ideal for operations, administrative areas, leaders and support teams.

02 / Analytical training

Green Belt

Structure, analyze and lead projects.

Advanced, analytical and applied training for professionals responsible for processes, indicators and improvement projects.

72 hoursreference workload

Medium / highproject autonomy

Complete DMAIC structure and improvement project management.
Applied statistics, variation and process capability.
PPM, DPU, DPO, DPMO, Cp, Cpk, Pp, Ppk and Sigma Level.
MSA, R&R, control charts and hypothesis testing.
Validation of causes, solutions, action plans and sustainment.

A Yellow Belt is not required before starting Green Belt training.

03 / Methodological leadership

Black Belt

Lead the methodology, develop people and guide complex projects.

Advanced training for professionals with technical maturity and prior continuous improvement experience, prepared to lead the methodology, develop teams and expand the organization’s analytical capability.

72 hoursreference workload

Highproject autonomy

Leadership of higher-impact, more complex projects.
Mentoring and guidance for Green Belts.
Training and dissemination of the Six Sigma methodology.
Governance, systems thinking and strategic support.
Consolidation of a continuous improvement culture.

Ideal for methodological leaders, mentors and professionals who lead higher-impact projects.

Development architecture

From the classroom to sustained results.

The model can be implemented as a complete learning path or as independent modules, depending on the organization’s maturity level.

Assess maturity

Understand objectives, priority processes, participant profiles and current improvement capability.

Train the Belts

Develop a common language, analytical thinking and competencies aligned with the role expected from each professional.

Select relevant projects

Prioritize problems with operational relevance, available indicators, sponsors and measurable impact potential.

Apply with mentoring

Guide the first DMAIC cycles with Black Belt technical support, reducing methodological errors and accelerating maturity.

Evaluate and sustain

Validate project quality, consolidate lessons learned, document gains and structure controls to prevent regression.

Core roadmap

DMAIC: a logic for turning problems into results.

The method structures reasoning, avoids premature solutions and creates a clear validation sequence.

Define

Correctly define the problem and what truly needs to be improved.

Problem, goal and scope
VOC e CTQ
SIPOC
Improvement charter

Measure

Measure the current process and build a reliable basis for decision-making.

Process mapping
Data collection plan
Indicators
Data reliability

Analyze

Investigate patterns, variation and causes using evidence rather than assumptions.

Pareto and 5 Whys
Cause and effect
Process capability
Tests and correlations

Improve

Turn analysis into viable, tested and measurable solutions.

Solution generation
Effort vs. impact
Small-scale tests
Action plan

Control

Ensure the improvement remains effective after the project presentation.

Standardization
Control plan
Control charts
Visual management and response to deviations

Learning methodology

Less lecture. More applied reasoning.

Training is practice-oriented and connects tools, data and situations close to participants’ operational reality.

Interactive instruction

Progressive development of reasoning through active participation and guided discussion.

Exercises and simulations

Use of applied exercises, case studies and learning games such as the Beer Game.

Data analysis

Statistical demonstrations and introduction to tools such as Minitab, when applicable.

Applied project

In Green Belt training, participants work through the complete logic of a DMAIC project using a structured case study.

Six Sigma Project Mentoring

Mentoring to turn training into real-world application.

After training, professionals can be supported on real organizational projects by Black Belt mentors, with technical and methodological guidance from scope definition through executive presentation and result sustainment.

6 monthsReference cycle

HybridOn-site + remote

2Simultaneous Black Belts*

DMAICFrom start to control

*Reference configuration used in mentoring models; sizing can be adjusted to the number of projects and participants.

Phase 1

Structuring and acceleration

More intensive support to structure projects, indicators, data collection and initial analyses.

Scope and problem definition
SIPOC, VOC, CTQ and indicators
Data collection plan and measurement baseline
Initial cause analysis

Phase 2

Validation and sustainment

Advancement of analyses, technical validation, implementation of improvements and preparation for control.

Cause validation and prioritization
Solution development and testing
Action plans and implementation
Control and executive presentation

Governance

Technical visibility for teams. Executive visibility for leadership.

Mentoring may include progress reports, risks, indicators, support needs, Black Belt recommendations and preparation of teams for executive presentations.

Status by project
Progress by DMAIC phase
Attention points and risks
Next steps
Recommendations to leadership

Continuous Improvement Project Evaluation

A project should not merely look good. It must stand up to analysis.

We evaluate adherence to the method, quality of evidence, coherence of conclusions, consistency of gains and ability to sustain results.

DDefine

Project clarity

Problem, scope, goal, sponsor, relevance and strategic alignment.

MMeasure

Measurement quality

Indicators, data collection plan, data reliability and understanding of the current process.

AAnalyze

Strength of analysis

Evidence, variation analysis, prioritized causes and technical validation of root causes.

IImprove

Improvement validation

Feasibility, risks, tests, effect on indicators and consistency between cause and solution.

CControl

Result sustainment

Standardization, control plan, responsibilities, monitoring and response to deviations.

Technical, executive or internal certification evaluation.

The format can be used to review ongoing projects, conduct technical completion panels, compare maturity across initiatives or establish an internal standard for project approval.

Deliverables may include a technical opinion, attention points, adjustment recommendations, evaluation by DMAIC phase and structured feedback for the professionals responsible.

Technical foundation

Academic analytical rigor. Market application.

Struckel’s Six Sigma offering is led by professionals with experience in training, statistical analysis, continuous improvement and project management.

Black Belt · Statistics · Quality

Prof. José Wilson Moretti

More than 20 years of experience training and developing professionals in Six Sigma programs, working with Yellow Belt, Green Belt and Black Belt classes. Degree in Statistics and Master’s in Mechanical Engineering from UNICAMP, specializing in statistical quality analysis and management, SPC, process capability and Six Sigma.

Black Belt · Management · Projects

Prof. Thomaz Struckel

For more than 10 years, he has trained specialists and leaders, participating in Yellow Belt, Green Belt and Black Belt programs as well as training in continuous improvement, management and process analysis. He holds Green Belt and Black Belt qualifications from UNICAMP and has a multidisciplinary background in management, finance, technology, innovation and projects.

Academic connection

Professors José Wilson Moretti and Thomaz Struckel, who are part of Struckel’s Six Sigma offering, serve as invited professors at NEMO — the Organizational Improvement Studies Center at IMECC/UNICAMP. This experience brings UNICAMP’s academic environment closer to Struckel Consulting’s activities, connecting method, statistics and process improvement with real business applications.

Visit NEMO / IMECC — UNICAMP

Frequently asked questions

Six Sigma without complication.

Training and mentoring can be adapted to the organization’s context, sector, number of participants and maturity level.

No. Green Belt training can be taken directly by professionals with sufficient maturity, an analytical profile and process responsibility. Yellow Belt is an entry-level and support qualification, not a mandatory prerequisite for Green Belt.

The Yellow Belt supports projects; the Green Belt structures, analyzes and leads projects with technical autonomy; the Black Belt provides methodological leadership, develops professionals, guides complex projects and supports consolidation of the methodology.

Yes. Struckel’s reference models were structured for on-site in-company delivery, with scheduling adapted to the organization’s operational reality.

The company can move on to a real-project mentoring stage, in which Black Belts support teams throughout the DMAIC cycle. The role is technical, methodological, educational and advisory; project execution remains with the company’s team.

No. When the software is used in demonstrations or analysis modules, individual licensing is not included unless specifically contracted otherwise.

Yes. Evaluation can be configured as an independent service for technical review, project panels, DMAIC adherence analysis, identification of methodological gaps and recommendations for improvement and sustainment.

Next step

Does your company need a course — or a real capability to improve?

We structure the learning path according to the organization’s maturity, audience, number of projects and objectives.

Talk to Struckel

Training that becomes a project. A project that becomes results.