Lean Six Sigma Green Belt to Black Belt for Service Organizations

This Center for Quality Lean Six Sigma class assumes that all participants have recently completed LSS GB training and that no remedial training is required. As such, essentially all material covered will be additional tools and methods that enhance Lean understanding and data collection and analysis techniques.

Who should attend:
Participants who have completed the Center for Quality Lean Six Sigma Green Belt and desire to go to Black Belt status.

Prerequisite: Completed the Center for Quality Six Sigma Green Belt for Service Organizations.

Duration: 80 Hours – 10-day course (two sessions, non-concurrent weeks)

CEUs: 8.0

Course Content:

Advanced Lean Content
This section provides the participant with an enhanced understanding of the Lean organization and how to more effectively implement Lean tools and techniques to improve organizational performance.

    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

Define Phase

Project Management
This section provides the participant with an overview of project management techniques and tools that increase their effectiveness in leading and managing Six Sigma projects.

  • Project management fundamentals
  • Creating a work breakdown structure
  • Creating an effective project plan
  • Using Project Management software to increase efficiency
  • Risk Analysis
  • Resource Analysis
  • Effective project management
  • Communication management

Failure Mode Effects Analysis

  • FMEA and Quality Systems
  • Basic FMEA Concepts
  • FMEA Teams
  • Defining the Process
  • Failure Modes
  • Cause-Effect Diagram
  • Controls
  • Risk Analysis
  • Using the FMEA Form
  • Taking Action
  • Keeping the FMEA Alive
  • Control Plans
  • Reaction Plans

Measure

  • 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

Analyze
The primary focus of this phase is to provide the Black Belt with additional data analysis tools to enable the participant to tackle more complex data driven projects.

  • Applied Statistics
    • 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
      • Assessing Differences Between Two Gauging Points
    • 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
    • Full Factorial Designs
    • Judging the importance of signals
    • Model building
    • Fractional factorial designs

Improve
This phase of the Lean Six Sigma process focuses on providing additional expertise in the implementation of Lean tools and methods that can drive process improvements.

  • 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
The Control phase is focused on providing additional tools and techniques that the Black Belt can use 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)

 

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