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Welcome to Lean Six Sigma Green Belt Training

Welcome to Lean Six Sigma Green Belt Training

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Welcome to Lean Six Sigma Green Belt Training

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  1. Welcome to Lean Six Sigma Green Belt Training • Congratulations on being selected for Green Belt training. • Green Belt training will consist of 2 weeks of formal training. • General Electric, Allied Signal, Motorola, and many other organizations have saved billions through their Six Sigma programs. The Lean Six Sigma curriculum will provide an expanded set of tools which will further enhance your ability to deliver significant value to the Army. • Lean Six Sigma is not a statistics course. • Lean Six Sigma is an improvement initiative in which resources (Black Belts and Green Belts) are armed with a powerful set of problem solving tools (Six Sigma and Lean) and sent into the organization to form, lead, and mentor teams on solving complex, high return projects.

  2. Welcome to Lean Six Sigma Green Belt Training (Cont.) • The following slides will provide a high-level view of what to expect from your training. • Please remember that Lean Six Sigma is first and foremost a process. We only apply tools when they meet our objectives. • Many tools will be taught, and it will be up to the Green Belt along with the team to decide when and where to apply the Lean Six Sigma tools. • It is the goal of this training program to educate the students on the application of the Lean Six Sigma Improvement Process and the intelligent, strategic use of the Lean Six Sigma tools. • Tool use guidance will be given and discussed in class.

  3. Define Measure Analyze Control Identify and Implement Quick Improvements with Kaizen Kaizen, 5S, NVA Analysis, Generic Pull Systems, Four Step Rapid Setup Method Lean Six SigmaDMAIC Improvement Process Road Map Improve Activities • Identify Problem • Validate Problem Statement • Gather Voice of the Customer & Business • Develop CCR’s & CBR’s • Validate Goal Statement • Validate Business Case • Validate Project Scope • Select and Launch Team • Develop Project Schedule • Complete Define Gate • Appropriately Map Process • Identify Key Input, Process and Output Metrics • Develop Operational Definitions • Develop Data Collection Plan • Validate Measurement System • Collect Baseline Data • Determine Process Performance/Capability • Complete Measure Gate • Identify Potential Root Causes • Reduce List of Potential Root Causes • Confirm Root Cause to Output Relationship • Estimate Impact of Root Causes on Key Outputs • Prioritize Root Causes • Complete Analyze Gate • Develop Potential Solutions • Develop Evaluation Criteria • Select Best Solutions • Develop ‘To-Be’ Process Map(s) • Develop Pilot Plan • Pilot Solution • Develop Full Scale Implementation Plan • Complete Improve Gate • Implement Mistake Proofing • Develop SOP’s, Training Plan and Process Controls • Implement Solution and Ongoing Process Measurements • Identify Project Replication Opportunities • Complete Control Gate • Transition Project to Process Owner Tools • Process Mapping • Process Cycle Efficiency • Little’s Law • Operational Definitions • Data Collection Plan • Statistical Sampling • Measurement System Analysis • TPM • Generic Pull • Setup Reduction • Control Charts • Histograms • Constraint Identification • Process Capability • Value Analysis • Process Constraint ID • Takt Time Analysis • Cause and Effect Analysis • FMEA • Hypothesis Tests • Correlation Analysis • Simple and Multiple Regression • ANOVA • Components of Variation • Conquering Product and Process Complexity • Queuing Theory • Project Charter • Project Selection Tools • PIP Management Process • Value Stream Map • Various Financial Analysis • Effective Meeting Skills • Stakeholder Analysis • Communication Plan • SIPOC Map • High-Level Process Map • Project Management Tools • VOC and Kano Analysis • RACI and Quad Charts • Control Charts & SPC • Standard Operating Procedures (SOP’s) • Training Plan • Communication Plan • Implementation Plan • Process Control Plans • Visual Process Control Tools • Project Replication • Project Commissioning • Team Feedback Session • Brainstorming • Replenishment Pull/Kanban • Stocking Strategy • Process Flow Improvement • Process Balancing • Analytical Batch Sizing • Total Productive Maintenance • Design of Experiments (DOE) • Solution Selection Matrix • ‘To-Be’ Process Mapping • Poka-Yoke

  4. Welcome and Introductions Introduction to Lean Six Sigma DMAIC Simulation – Round 1 Introduction to Define Phase Multi-Generational Project Planning Project Charters Project Management Document and Analyze the Process Value of Cycle Time Transactional Cycle Time Simulation Defining Process Requirements Define Gate Review Introduction to Quick Improvement Quick Improvement – 5S Quick Improvement – Work Control Systems Work Control System Exercise Quick Improvement - Setup Reduction Introduction to Measure Phase Introduction to Process Measurement Determine What to Measure and Data Collection Variability and Control Charts Topics – Week 1

  5. Measurement Systems Analysis DMAIC Simulation – Round 2 Process Capability Measure Gate Review Process Introduction to Analyze Basic Tools Cause and Effect Matrix Failure Modes & Effects Analysis (FMEA) Confidence Intervals and Hypothesis Testing Regression Analysis Analyze Gate Review Process Introduction to Improve Process Flow Improvement Overview Process Constraint Identification Process Balancing Process Flow Improvement Value Add Time Reduction Solution Generation and Selection Pilot the Solution Improve Gate Review Process DMAIC Simulation – Round 3 Introduction to Control Mistake Proofing Mistake Proofing Exercise Process Control and Implementation Plans, SOP Documentation Control Gate Review Process Project Closeout Course Closeout Topics – Week 2