Lean 6 Sigma Green & Black Belt Certification

SCHEDULE

Dates	Venue	Category
13-16 February 2023	Bangkok – Thailand	Quality
29 May-2 June 2023	Kuala Lumpur – Malaysia	Quality
21-24 August 2023	Port Moresby – Papua New Guinea	Quality

INTRODUCTION

This Lean Six Sigma Boot Camp is time-proven to impact your professional skill set and enhance organisational effectiveness. The learning objective of this high impact program of business excellence is to develop a comprehensive set of skills that facilitates effective functioning of a Six Sigma green/black belt. The established body of knowledge includes techniques for both quantitative and non-quantitative analysis, as well as requisite team leadership skills necessary to institute high impact Six Sigma deployment. This boot camp skill-fully blends world class concepts of success along with empowerment techniques.

TOP LEARNING OBJECTIVES

TRANSLATE proven six sigma models to laser-focused business objectives and targets.
TRANSMIT Six Sigma concepts within the organisation for forward thinking standards.
TRANSFORM your professional performance as a collection of up-to-date processes, with inputs to resolve operational challenges in the most expedient approach.
FACILITATE skilful application of the DMAIC process sequence as a basis to organize process enhancement.
EXPAND your professional process improvement techniques to enhance organizational effectiveness.
ELIMINATE guesswork! Manage the data-driven concept of a Six Sigma quality levels to evaluate process capability within your organization.
RECOGNIZE the organizational factors that are necessary groundwork for a successful Six Sigma eﬀort.

BENEFITS OF ATTENDING

HIGH IMPACT PROCESS EXCELLENCE – Six Sigma methodology focuses on customer awareness and subsequent business improvement. In addition to reducing the process defects, six sigma methods facilitate improvement through world class channels. Subsequently, that means identifying and remedying problems wherever they occur. It pinpoints anything that damages business functionality in a way that increases defects, raises costs, slows productivity or reduces customer satisfaction in a source of variation. The Lean Six Sigma Boot Camp seeks to eliminate or remediate these sources to facilitate overall business improvement.

REDUCING PROCESS VARIATION – Process defects can irrevocably harm customer satisfaction levels, as each customer becomes a potential lost consumer. Subsequently they tend to pass the word about product defectives. Even the best products and services can be ruined by failing to identify and correct the process variation.

REDUCING OPERATIONAL COSTS – The Lean Six Sigma Boot Camp integrates two recognized winning strategies: Six Sigma and Lean Operational Processing; whether it be manufacturing, business strategy or administrative functions. This integration results in the ability to identify process waste and reduce defects, operational variations and mistakes. We focus on inventory reduction, more eﬀective labor utilization and strategies to enhance business success whether it be manufacturing or transactional functions.

CYCLE TIME COMPRESSION – Any decrease in process cycle time or service performance strategy means costs savings, reduced maintenance expenditures and lower payroll burden. Customer satisfaction ratings skyrocket when we reduce process time and increase service quality level. The Lean Six Sigma Boot Camp focuses sharply on these goals.

ENHANCE CUSTOMER SATISFACTION – The Lean Six Sigma Boot Camp is laser-focused on three levels of customers; business level, operational level and process level. Customer satisfaction is an objective all its own. Each aspect of a business’ operation, from marketing strategies to sales personnel performance, has a positive or negative aﬀect on customer satisfaction. The sources of variation that Six Sigma corrects is a sure-fire cure to inherent operational issues.

WHO SHOULD ATTEND?

Management Professionals (those responsible or keen to bring visible breakthrough improvements in key processes) who wants to achieve operational excellence in the organization. Some departments will include:

Plant and Asset
Manufacturing and Operations
Project Management
Process Control & Production
QC/QA
Business Development & Strategic Planning
Construction
Customer Service
Sales & Marketing
Information Technology
Human Resources
Finance and Accounting
Technical & Engineering

Management From The Following Industries:

Power and Utilities
Construction
BPO
Manufacturing
Oil and Gas
Banking and Finance
Retail and Hospitality
Service
Shipping and Logistics
Petrochemical
Healthcare
Agriculture & Commodities
Government
FMCG
Telecoms
Food & Beverage
IT

COURSE OUTLINE

LEAN SIX SIGMA SKILL POINTS

GREEN BELT CERTIFICATION

DAY 1: POWER-UP TODAY’S BUSINESS WITH LEAN SIX SIGMA

Concepts and history of winning strategic thinking… the best of the best: Benchmarking
“Speed and Accuracy” blending lean process and six sigma
Kano analysis; three levels of customer responsiveness
Winning business metrics…VoC & CTQ; the concept of “Value Added”
Six-Sigma; the process & the people… a study in human interaction and team dynamics
Conventional six sigma…transactional six sigma; functionality in business applications
The foundation of six sigma methodology; DMAIC sequence protocol
Project team considerations… selection of specific team members/SME
Project template application: understanding project deliverables; a concise game plan
Quality function deployment (QFD) for business operations; forward thinking six sigma
Project identification and the problem statement…beginning six-sigma with a clear focus
DMAIC methodology…understanding the project charter; Writing the business case
Applying the concepts: COPQ & CODND; funds returned to working capital
Attribute & Variable data…discrete & continuous data; what we count… what we measure
Data Sets: mean, median & mode; identification of outliers and data skew
Data sets & histograms; frequency distributions, normal distribution
Standard deviation…what’s a sigma and why do we want six of them?
Standardized scores…Z tables as applied to six sigma
Descriptive and inferential statistics…knowing when to use what
Beginning our six sigma class project; the define phase

Using the case study of workplace turnover reduction in commercial banking

DAY 2: DATA-DRIVEN SIX SIGMA CONCEPTS

Data Validation: MSA: measurement system analysis… Gage R& R
Graphing discrete & continuous data; software interface
Laser-focused insight of variation; common cause variation/special cause variation
The concept of process capability, 1 ½ ó drift
Working within customer specification limits: LCL & UCL
Microsoft Excel & Minitab statistical software applications
Process tolerance; understanding process capability: Cp & Cpk
Process Analysis…Y= f(x)-Identification of key process input variables
Using the SIPOC diagram for process analysis…the strategic view of business
Process mapping: levels I, II & III
Cause & effect diagrams: Ishikawa/fishbone chart analysis
Brainstorming process…a study in human dynamics; “groupthink”
Regression Analysis: an analytical tool; correlation, covariance and r2 values
Application of the “Five Whys”
Working with our six sigma project: applying metrics to six sigma methodology
Improve phase of six sigma; Kaizen application
Pareto 80/20…it works every time
Control Plans: lock in the learning with metrics and procedures
Poka-yoke six sigma applications; understanding prevention, detection & mitigation
Working with

FMEA as a prevention tool; case study of hospital operating costs reduction

DAY 3: BLENDING LEAN BUSINESS PRINCIPLES TO SIX SIGMA

Integration of lean tools into the six sigma project function
Lean processing/lean manufacturing/lean oﬃce; principles & history
The Toyota Production System in action
Process speed from RFQ to fulfillment
Blending customer-driven systems into our business; deployment of the pull systems
Identifying seven types of process wastes
Basic workplace organization and layout
5S concepts to all applications of operations; professional workplace organization
Visual management; making employees a part of the process
Identifying and eliminating workplace duplication: right- size organizational awareness
Process simplification: An awareness of process complexity and employee fatigue
Build in process stability/predictability: Avoid workplace inconsistency
High Level green process integration; protecting our planet
Employee involvement: empowerment; the Power of Kaizen Events
Completion of our green belt class project; project team report
Six sigma Review: Q & A
Completion of the Lean Six Sigma Green Belt Certification

The case study of improved process changeover for increased efficiency

Advanced LEAN SIX SIGMA SKILL POINTS

BLACK BELT CERTIFICATION

DAY 4: FORWARD-THINKING CONCEPTS OF BUSINESS

Integrating advanced six sigma tools into our class project
The blueprint of Lean Enterprise
Forward-thinking concepts of workplace simplification
Quality at the source
Process standardization across the business
Supply chain acceleration; vendor partnerships
Value Stream visualization… current state… future state visualization
Applying the Theory of Constraints
Process balance/load-leveling design for eﬀectiveness
TAKT time synchronization; customer-driven process speed
Integrating the Theory of Constraints for eﬀectiveness
SMED; rapid response system changeovers
Point of use supplies for speed
Controlling oﬃce inventory: Kanban principles and application
RTY calculations…a true measure of eﬃciency
Quality at the Source…eliminate the need for quality checks
Making the most of time; SMED application in the workplace
Cellular work model; cellular processing
FMEA as a prevention tool; a class work project,
Black belt project integration

APPLYING INFERENTIAL STATISTICS TO SIX SIGMA

Good statistics/bad data…the critical basis for data validation
Descriptive statistics…inferential statistics; when to use what
Population & sample data; ó& μ, X bar& s; understanding the applications
Working with the Central limit theorem
Populations <30; Student’s “t-tests”, statistical degrees of freedom; n-1
Hypothesis testing for the mean; Ho & HA
Calculating and applying the acceptance region & critical value
Confidence intervals
Understanding Type I& Type II errors; α& ß risks
Process Improvement Design…Class Exercise
Lean Six sigma concept wrap up… summary of skill points
Completion of six sigma class project work; project team report
Completion of the Lean Six Sigma Black Belt Certification

Classroom Course

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