Lean Six Sigma Green Belt Leading Departmental Projects

Leading an improvement project requires more than knowing the terminology. It requires the judgement to select the right problem, establish credible evidence, lead people through uncertainty and leave behind a result that can be controlled.

Lean Six Sigma Green Belt: Leading Departmental Projects is an experience-led guide for managers, supervisors and operational specialists responsible for leading contained improvement projects within their department or area of responsibility.

Drawing on the realities of service delivery, transport and safety-critical operations, Robert Porter explains how to turn an operational concern into a properly governed DMAIC project.

The book covers project selection, business cases, problem and goal statements, project charters, SIPOC, customer requirements, stakeholder analysis, RACI, process mapping, operational definitions, measurement planning, baseline variation, Pareto analysis, verified root causes, solution selection, controlled pilots, benefits validation and control plans.

Original graphics, a worked departmental case study, a practical twelve-week DMAIC roadmap, control-plan templates and a Green Belt knowledge check help translate the methodology into credible workplace leadership.

The book also addresses the boundaries of Green Belt authority. It explains when a project should remain under departmental leadership and when advanced analysis, regulatory risk, workforce implications, cross-functional conflict or investment decisions must be escalated to a sponsor, Black Belt or competent specialist.

Written from an operational perspective, the book recognises that successful improvement depends as much on governance, honesty and people leadership as it does on technical tools.

Aligned with ISO 13053 and informed by ISO 18404, ASQ and established Lean guidance, the book includes Harvard-style citations and a complete reference list.

For practitioners ready to move from participating in improvement to being accountable for a measurable and sustainable departmental result, this is the practical next step.

Written by Robert Porter.

Book Three of The Lean Six Sigma Belt Series.