Lean Six Sigma Black Belt for Service Organizations

The majority of organizations in this country are focused on providing services. Health care, banking, utilities, insurance, finance, governmental agencies, military and education are all examples of industries focused on processing and/or delivering services. This Center for Quality Lean Six Sigma program is designed specifically for service-focused organizations and service-based functions within manufacturing organizations (e.g., finance, engineering, HR, accounting).

In becoming Lean Six Sigma Black Belts, attendees will learn how to lead Lean Six Sigma improvement teams. Participants will gain a strong knowledge of how to apply the Lean Six Sigma methodology to the improvement of service-based processes enabling cost reductions and improvements in productivity, quality and customer satisfaction. Participants receive 20 days of intensive, workshop-focused instruction.

Who should attend:
Individuals in service organizations or service functions who wish to utilize Lean Six Sigma Black Belt tools to drive cost reductions and improvements in quality, productivity and customer satisfaction.

Prerequisite:
A basic knowledge of Algebra

Requirement:
Personal laptop computer with Minitab software Selection and completion of a Black Belt project

Duration: 160 Hours – 20-day course (four sessions, non-concurrent weeks)

CEUs: 16.0

Course Content:

Introduction to Lean Six Sigma
This section introduces the Black Belt to the concepts of Lean Six Sigma. It creates an in-depth understanding of how Lean Six Sigma works and also provides an overview of the Lean Six Sigma program structure.

  • The Six Sigma Organization
    • Gaining a competitive advantage
    • Improving quality and productivity
    • The definition of quality
    • Variation reduction concepts
    • Process vs. product thinking
    • The DMAIC process
  • The Lean Organization
    • The production of service
    • The world class power of the Toyota way
    • Using operational excellence as a strategic weapon
    • The 14 principles of the Toyota way: the culture behind the Toyota system
    • Applying the Toyota way in your organization
    • Becoming a world-class supplier of services
    • Traditional business flow
    • The value of time
    • "Muda" - types of waste
    • Why non-value-added work occurs
    • "White Spaces" - the gaps between key functions
  • Quality at the Source
    • Applying "Internal" customer & supplier principles
    • The customer-supplier partnership bridge
    • Understanding "internal" supplier responsibility
    • Responsibility for quality
    • Prevention vs. correction
    • Impact on the bottom-line
  • How Lean integrates with and enhances Six Sigma
    • Key characteristics of Lean and Six Sigma
    • Understanding the impact of the Lean Six Sigma on productivity, quality, customer satisfaction & profitability
    • Value-added activities-on target, with minimum variation
    • Lean Six Sigma Systems - goals & objectives
    • The combined Lean Six Sigma model
  • How to effectively implement Six Sigma in an organization
    • Cultural issues
    • Strategic issues
    • Tools issues
  • Six Sigma Project Methodology Overview
    • Define
    • Measure
    • Analyze
    • Improve
    • Control

Define
This section details the initial phase of the Lean Six Sigma methodology.

  • Project Selection
    • How to select appropriate projects
    • How to avoid inappropriate projects
  • Project Scoping
    • Avoiding scope creep
    • Aligning resources
  • Defining Customer Requirements
  • Developing a comprehensive Project Charter
    • Problem statement, goal statement, objectives, business case and milestones
    • Base lining the process

  • Value-Stream-Mapping (VSM)
    • Understanding the concepts of value streams
    • The difference between process & value-stream maps
    • Identifying the value stream
    • Mapping tips
    • Choosing the mapping team
    • Typical steps in creating a current ("as-is") Value-Stream map
    • Current state map analysis
  • Project Planning

Measure
This topic provides coverage of measurement assessment and Lean Six Sigma data collection. Key concepts include understanding measurement systems as processes. Core tools center on the assessment of measurement system accuracy, precision and linearity.

  • Assessing Organizational Lean Readiness
    • Lean enterprise
    • Management
    • Customer focus
    • Employee involvement & teamwork
    • Supplier network
    • Quality planning & strategy
    • Value Stream Mapping
    • Cycle time
    • 5S enterprise housekeeping
    • Planning & scheduling
    • Structured flow
    • Process control
    • Performance measurements
    • Quick change over/turnaround
    • Total tool & office equipment maintenance
    • Total quality management
  • Process times vs. total throughput times
  • Identifying non-value-added elements
  • Identifying Measurements
    • Input/Output matrices
    • Data collection planning tools and check sheets

  • Measurement discrimination
    • Attribute vs. measurements data
    • How much discrimination is needed

  • Measurement System Assessment
    • Attribute Data
      • Short method
      • 2x2 matrices
      • Logistic regression
      • Long Method (with underlying measurements)
    • Variables data overview
      • Gage R&R
      • Bias studies
    • Long-term assessment - trend chart and control chart concepts for measurement systems
    • How to collect data
      • Propriety of data collection
      • Collecting data over time
      • "Converting" attribute date to measurements

Analyze
This statistically intensive section of the Black Belt training provides the participant with a comprehensive array of tools used to drive to root causes and optimize processes. Participants receive a firm grounding in basic core Lean and Six Sigma tools as well as an overview of advanced tools such as designed experiments and applied statistics.

  • Core Quality Tools
    • Pareto charts
    • Trend charts
    • Run charts
    • Histograms
    • Box Plots
    • Brainstorming and affinity diagrams
    • Prioritization tools
    • Force field analysis
    • Cause and effect diagrams
    • Check sheets
    • Is/is not analysis
    • Scatter plot
    • 5 whys
  • Lean Analyses
    • Value Stream Analysis and future state value stream maps
    • Calculating process times vs. total throughput times
    • TAKT time calculation
    • Identifying non-value-added elements
  • Introduction to Statistics
    • Types of data
    • Measures of location, spread and shape
    • Testing for normality

  • Statistical Process Control
    • Control chart concepts (process vs. product revisited)
    • Key variation concepts
    • Attribute data charts
      • Shortcomings of attribute data
      • p chart
      • np chart
      • c chart
      • u chart
    • Variables data control charting
      • Advantages of variables data
      • X and Rm charts
    • Rational sampling
    • Process capability
      • Capability with attribute data
      • Use of Z values
      • Capability indices
  • Applied Statistics
    • Non-parametric tests
      • Comparing two processes
        • Sign test
        • Mann-Whitney
        • Siegel-Tukey
        • Kolmogorov-Smirnov
      • Comparing more than two processes
        • Kruskal-Wallis
        • Friedman's test
      • Other non-parametric tests
    • Understanding a Single Process
      • Estimating the Center and Spread
      • Confidence Intervals for the Mean, Variance and Proportion
      • Testing a Hypothesized Mean, Variance and Proportion
      • Errors of Type I and II
      • Sample Size Considerations
      • Paired data analysis
    • Assessing Differences Between Two Parallel Processes
      • Graphical Techniques
      • Differences in Means
        • Student's t Test
      • Differences in Variation
        • F Test
      • Differences in Proportion
    • Assessing Differences Among More Than Two Parallel Processes
      • Differences Between Means
      • Analysis of Variance
      • Differences in Variation
      • Differences in Proportion
    • Relating Two Variables (Using an Input Variable to Predict an Output Variable)
      • Correlation
      • Fitting a Line
      • Residual Analysis
      • Predicting the Output at a Given Level of the Input
      • Confidence and Prediction Intervals
    • Relating More Than Two Variables (Using More Than One Input Variable to Predict an Output Variable)
      • Building the Regression Model
      • Residual Analysis
      • Confidence and Prediction Intervals for Regression Models
  • Design of Experiments
    • DOE fundamentals
    • Planning an experiment

Improve
This phase of the Lean Six Sigma process is focused on selecting and implementing process improvements to achieve or exceed project goals. Key focus is on Lean tools and methods that can drive process improvements.

  • Selecting Improvements
    • Utilization of data
    • Brainstorming
    • Prioritization tools

  • Effective layout & design
    • Cell layout
    • U-Shape combinations
    • Functional layouts
    • Cross-training
    • Skill matrix

  • 5S - Enterprise Housekeeping
    • Basic objectives of 5S
    • Typical 5S improvements
    • The 5S Elements
      • Sort
      • Set In Order
      • Shine
      • Standardize
      • Sustain
    • The 5S Audit Process

  • Pull systems
    • Push vs. Pull
    • Understanding flow techniques
    • Pull system design rules
    • Setting up a Kanban system
    • Signaling requirements
    • Kanbans
      • 2-Bin withdrawal
      • Andon lights
      • Buzzer
      • EDI

  • Level scheduling
  • Standardized work
    • Work instructions
    • Work schedule
    • QC manuals
    • Equipment/Tool checklists
    • Performance charts

  • Poke-yoke (mistake proofing)
    • Zero Quality Control
    • Types of Poke-Yoke Systems
    • Poke-Yoke regulatory systems
      • Control Methods
      • Warning Methods
    • Poke-Yoke setting functions
      • Contact Methods
      • Fixed-value Methods
      • Motion-step methods
    • Using Poke-Yoke systems

  • Kaizen (Continuous Improvement) - The Practice
    • Management-oriented Kaizen
    • Kaizen in the Organization
    • Group & Individual-oriented Kaizen
    • Suggestion Systems
    • Selecting Kaizen teams
    • Selecting Kaizen areas
    • The Kaizen flow & tools
    • The Kaizen Check-list

  • Maintaining tools & equipment
    • Reduce variability of your tools & equipment
    • Maximize equipment & tool life
    • Total Life-Cycle costs
    • Prevent unplanned process downtime
    • Predict future issues and take measurements to prevent them

  • Point of use inventory
    • Understanding workplace requirements
    • The "Supermarket" concept
    • VMI (Vendor Managed Inventory)
    • Kanban carts & cards

  • Changeover (Turn-around time) reduction
    • Changeover/setup time defined
    • Internal vs. external setup elements
    • 5 "Traditional" setup steps
    • Setup reduction improvement program
      • Separate internal & external elements
      • Convert internal into external activities
      • Streamline all activities
      • Document internal & external procedures

  • Supplier Consolidation & Excellence
    • Breakthrough Partnering
    • Strategic vs. Tactical Purchasing
    • Purchasing Enterprise Leadership
    • Supplier Evaluation
    • Customer Satisfaction Index
    • Supply Chain Simplification

Control
Participants receive multiple methodologies to ensure that the project gains remain effective and in place to maximize benefit to the organization.

  • Change Management - Making it Happen
    • Empowering & enabling employees
    • Learning to Learn
    • People and change
    • Team performance model
    • Making Change Happen
    • The change agent

  • The Visual Workplace - Making it Work
    • The team's territory
    • Visual documentation
    • Visual output control
    • Visual quality control
    • Displaying indicators (Scorecards)

  • Document Control
    • Quality system documents
    • FMEAs
    • Other documents

  • Control charts
  • Program/project management methodology and tools

 

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