Lean Sigma business green belt

INTRODUCTION

This programme integrates Lean and Six Sigma to provide a powerful improvement model that concentrates on both reducing cycle time and variability. The programme is based on a modular format which combines training inputs and practical simulation activities with an ongoing focus on project progress and reviews. The training objectives focus on enabling delegates to:

• lead projects that deliver tangible organisational benefits

• be familiar and confident with the key tools and techniques of Lean Sigma and understand how to use them within day-to-day activities

• be effective team members on any Lean Sigma project team

ACCREDITATION

The Smallpeice accreditation process for Lean Sigma Green Belts incorporates completing a project for formal assessment and passing a multi-choice examination.

BQF Accreditation Option: Smallpeice courses are also licensed for BQF (British Quality Foundation) accreditation, enabling candidates to achieve this external accreditation benchmark. The accreditation steps are as described above, with an additional £175 fee to cover the licensed accreditation route (Note: more details on accreditation options will be provided in Block 1).

BLOCK 1

DEFINE PHASE

MEASURE PHASE

October 4th

October 5th

October 6th

Programme Introduction

• Programme objectives & certification routes

• Improvement Project Roles and responsibilities

Taking a Structured Approach to Business Improvement

• Pre-requisites for successful projects

• Different levels of problem solving

• Different Introduction to the DMAIC roadmap

• Project selection criteria

• Application of the DMAIC toolkit in daily work

Project Identification & Scoping

• Introduction to the Define phase

• Initiating a project charter

• Writing a Problem Statement

• Using Boundary Examination to re-define the problem

• Scoping the project: SIPOC Mapping & the Y=f(x) Cascade

• Project work: Initial Problem Statement, SIPOC & Y=f (X) Cascade

Understanding the Voice of the Customer

• Understanding our customers

• Techniques for Collecting and analysing the Voice of the Customer

• Defining Critical to Quality Characteristics

• Project work: sources of VOC

• Case Study: developing CTQs

Building Momentum For Change

• Understanding the nature of change

• Analysing enablers and barriers to change

• Analysing and managing stakeholders

• Understanding the role of the project sponsors

• Writing an effective communication plan

• Leading Process Change

• Barriers & enablers to team effectiveness

• Influencing for change

Managing a Project

• Project Planning / Team Charter

• Project Vision Statement

• RACI / Initial Cost Benefit Analysis

• Project Management & Reporting

Understanding the Current State

• Introduction to Measure Phase

• Concept of a Value Stream

• Current State Mapping

• Planning & running the activity

Detail Process Mapping Tools

• Detail Process flow charting techniques

• Taking a proactive approach to identifying weaknesses in the current process

• Waste Walking

Identifying Potential Root Causes

• Process Analysis

• Use of cause and effect diagram to identify potential root causes

• Use of failure mode effects analysis (FMEA) to identify potential opportunities for defects

• Evaluating, reducing & managing risk

BLOCK 2

MEASURE PHASE

ANALYSE PHASE

November 1st

November 2nd

November 3rd

Data Collection Planning

• Understanding Variation

• Deciding what to measure

• Data collection planning

• Checking the measurement system

• Writing operational definitions

Introduction to Basic Statistics

• Measures of location; variation and proportion

• Introduction to probability

• Communicating statistics to a non technical audience

Taking a Structured Approach to the Analyse Phase

• Introduction to the analyse phase

• 5 Why Approach to problem solving

• Forming and testing hypotheses

• Writing an analysis plan

Visualising the Data

• What shape is your data? – Histograms

• Visualising Descriptive Statistics – Graphical Summary Tool

• Understanding confidence limits

Assessing Process Control

• What is happening over time? – Time Series Plots

• Understanding process control

• Anatomy & use of Control charts

• Applications of SPC Charts

Assessing Process Capability

• Understanding process capability

• Calculating process capability for Continuous and Attribute Data

• Selecting appropriate capability metrics & indices

• Dealing with non-normal data

Verifying the Root Cause

• Link to cause and effect diagram

• Stratifying the data – use of box plots

• Are there any relationships? - Scatter Diagrams

• Where are the biggest opportunities? - Pareto

• Links to project storyboard – hints and tips for summarising and presenting the analysis

• Introduction to significance testing approach

BLOCK 3 OPTIONAL 'STATS EXTRA' OPTIONAL 'STATS EXTRA'

IMPROVE PHASE

CONTROL PHASE

December 6th

December 7th

December 8th

December 9th

Hypothesis Testing

• Introduction to significance testing

• Understanding power & sample size

• Testing data integrity

• Hypothesis tests

Introduction to Regression Analysis

• Understanding correlation

• Introduction to simple linear regression

• Application in Lean Sigma Projects

Optimisation Processes: Design Of Experiments

• Introduction to designed experiments (DOE)

• Applications of DOE techniques

• Basic system optimisation

• Screening techniques using DOE

• Optimising a worked example

Process Analysis: Developing a Future State

• Scoping improvement activity

• Developing a future state map

• Creating flow and Just-In-Time processing

• Mistake Proofing

Developing Alternative Solutions

• Challenges of the improve phase

• Innovation tools

• Generating alternative solutions

Selecting & Validating Solutions

• Solution selection, testing & piloting

• Check list for solution validation

• Implementation planning

Planning for Control

• Developing a control plan

• Choice of control mechanisms Visual Management Systems

Visual Management Boards

• Control Boards

• 5S / Standard Work

Embedding Change

• Managing the phases of resistance to change

• Post implementation reviews

• Managing the transfer of ownership

• Anchoring the change