LEAN SIX SIGMA BLACK BELT – INTERNATIONAL CERTIFICATION

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LEAN SIX SIGMA BLACK BELT - INTERNATIONAL CERTIFICATION

The Lean Six Sigma methodology is a systematic application that is focused on achieving significant financial results and increasing customer satisfaction. When properly deployed on carefully selected business projects, this methodology can lead to a significant reduction—and in many cases, elimination—of defects, process waste, and out-of-control processes, which translate into dramatic business gains.

The Lean Six Sigma Black Belt Body of Knowledge is a compilation of comprehensive set of topics and subject matters that are intended to be representations of the universally and commonly accepted, minimum competencies and core proficiencies requisite of Lean Six Sigma Black Belts. This Lean Six Sigma Black Belt Body of Knowledge is diversely recognized as a relevant and practical version of the knowledge expectations of Lean Six Sigma Black Belt. It consists of covering the proven phases of Define Phase, Measure Phase, Analyze Phase, Improve Phase and Control Phase. These phases cover the primary sections of Define, Measure, Analyze, Improve and Control phases, which are each broken down into sub-categories consisting of individual subject matter topics.

BENEFIT OF EMPLOYING LEAN SIX SIGMA BLACK BELT IN THE ORGANIZATION:

FOUNDATION OF LEAN SIX SIGMA BLACK BELT

Fundamental Session – Lean Six Sigma Concepts Why Lean Six Sigma ?

Why Lean Six Sigma ?

 Be customer focused: Be on-time, responsive, flexible, and fast.

 Simplify and standardize work flows: Mimic continuous flow, minimize WIP, use visible measures.

 Manage capacity: Increase process uptime, reduce set-up times, find “lost” capacity.

 Eliminate waste: Identify non-value adding activities, then modify, combine, or eliminate those tasks.

 JIT: Not too early and never late; not just-in-case inventory but just-in time production and delivery; products must always be made right the first time; equipment must always work when needed.

Lean Terminology – Terms, Tools and Techniques.

Eliminate Waste with Lean

 Identify the waste

 Identify the types of waste

 Use pull scheduling instead of push scheduling.

 Schedule to the rate-determining step (the bottleneck., then de-bottleneck process lines.

 Facilitate fast feedback:

Components of Lean

 Overview of the Components of Lean: Value Stream Mapping, Workplace Organization, Predictability & Consistency, Set-up Reduction, TPM, Visual Factory, Support Processes, & Continuous Improvement.

Lean Thinking

 Eliminating waste is not limited to manufacturing; the same techniques apply to the office, sales, finance, maintenance, and even R&D processes and procedures.

Lean & Six Sigma are complementary.

Lean Starts with People

 Communicate the why, what, how, & who.

 Provide education in the concepts.

 Train employees in tools & techniques as needed to achieve a flexible workforce.

Data Drives Lean

 Focus efforts on projects that lead to tangible saving.

 Calculation techniques to generate data include: Time studies, equipment loading, TAKT time, staffing requirements, process yields, & CTQ.

Road map for Lean

 Start with the people issues.

 Focus on workplace organization then, use value stream analysis and process work flow analysis to establish effective layouts.

 Where to focus next depends on specific needs.

 Use targeted Kaizen events to speed changes.

 Do not overlook the need to modify support processes

LEAN THINKING MANAGEMENT

This module will give an introduction to some of the history of lean, how this has developed into a business system and provides a detailed explanation of the principles behind how lean can be made to work in any business. In this module you will learn that successful implementation of lean demand the involvement of people across the organization.

 Introduction of Lean Management

 Principle of Lean Thinking

 The principle that the customer defines value – beginning of lean improvement activity  The importance of delivering customer value without waste using Value Stream Thinking, Flow in the work place and delivering the value.

 Standard work in order

 Personal commitment and change our action, habits, values and belief

 Power of A3 Thinking for process improvement

 A3 Thinking for root cause analysis and practical solution

 A3 Thinking for visual process which can reduce the very common of waste and rework  Moving forward in our organization

BASE LINE ANALYSIS - IDENTIFYING CRITICAL SUCCESS FACTOR

Base Line Analysis is the engine of change that builds the future state vision piece by piece. We do this by involving people who work in the process to help make it happen and the key differentiator between Rapid Process Improvement and most other improvement activities is the real change is delivered within short time period.

 Process focus

 Identification and elimination of barriers to flow

 Flow and the economies of flow

 Understanding of Variation

 Wastes (Muda), Fluctuation (Mura) and Overburden (Muri)

 Connect and align value added work fragments

 Match rate of production to level of customer demand – just in time

 Scientific thinking – stability, standardization, recognize abnormality, go and see

 Jidoka

 Quality at the source

 No defects passed forward

 Separate man from machine

 Multi process handling

 Self detection of error

 Stop and fix

 Seek Perfection

 Incremental continuous improvement (Kaizen)

 Breakthrough continuous improvement (Kaikaku)

ROOT CAUSE ANALYSIS (RCA)

 Total System Value Stream Mapping to analyse the problems and wastes

RAPID BREAKTHROUGH IMPROVEMENT TECHNIQUES USING LEAN SIX SIGMA BLACK BELT

The seeing waste module review the differing approach to improvement and then looks at the different types of process waste and discuss why process mapping is a good way of identifying this waste. As with all aspects of lean, the collection of supporting data is a pre- requisite to delivering a good result and process mapping is no different in needing supporting data.

This module will provide you with an overview of the process and then provides downloads that you will require in order to complete you own process mapping. One of the fundamental skills to help drive a lean transformation is problem solving. For problem solving to be successful organisation wide we need a structured process that everyone can use. This module will go through the fundamental around such a problem solving and corrective action process that you will then be able to use in your own organisation.

DEFINE PHASE

The Basics of Six Sigma

Meanings of Six Sigma
General History of Six Sigma & Continuous Improvement Initiatives Deliverables of a Lean Six Sigma Project
The Problem-Solving Strategy of Y = f(x)
Voice of the Customer, Business and Employee
Six Sigma Roles & Responsibilities

The Fundamentals of Six Sigma

Defining a Process oCritical to Quality Characteristics (CTQ’s)
Cost of Poor Quality (COPQ)
Pareto Analysis (80:20 rule)
Basic Six Sigma Metrics

Selecting Lean Six Sigma Projects

Building a Business Case & Project Charter
Developing Project Metrics
Financial Evaluation & Benefits Capture

Strategies of Implementing Lean and Six Sigma in an organization

Difference and Similarities between Lean and Six Sigma
An example of implementing Six Sigma for the whole enterprise.
Other Models of Implementing Six Sigma

Lean and Six Sigma Implementation Case Study

Project Charter Case Study

MEASURE PHASE

Process Definition

Cause & Effect / Fishbone Diagrams
Process Mapping, SIPOC, Value Stream Map
X-Y Diagram
Failure Modes & Effects Analysis (FMEA)

Introduction to Minitab

Six Sigma Statistics

Basic Statistics
Descriptive Statistics
Normal Distributions & Normality
Graphical Analysis

Measurement System Analysis

Precision & Accuracy
Bias, Linearity & Stability
Gage Repeatability & Reproducibility
Variable & Attribute MSA

Process Capability

Capability Analysis
Concept of Stability
Attribute & Discrete Capability
Monitoring Techniques

Measurement System Analysis Case Study

Micro Process Map
Case Study

ANALYSE PHASE

Patterns of Variation

Multi-Vari Analysis
Classes of Distributions

Inferential Statistics

Understanding Inference
Sampling Techniques & Uses oCentral Limit Theorem

Hypothesis Testing

General Concepts & Goals of Hypothesis Testing
Significance; Practical vs. Statistical
Risk; Alpha & Beta
Types of Hypothesis Test

Hypothesis Testing with Normal Data

1 & 2 sample t-tests
1 sample variance
One Way ANOVA
Tests of Equal Variance, Normality Testing and Sample Size calculation performing tests and interpreting results.

Hypothesis Testing with Non-Normal Data

Mood’s Median
Mann-Whitney
Kruskal-Wallis oFriedman
1 Sample Sign
1 Sample Wilcoxon
One and Two Sample Proportion Chi-Squared (Contingency Tables)

IMPROVEMENT PHASE

Simple Linear Regression
Correlation
Regression Equations
Residuals Analysis
Multiple Regression Analysis
Non- Linear Regression
Multiple Linear Regression
Confidence & Prediction Intervals
Residuals Analysis
Designed Experiments
Experiment Objectives
Experimental Methods
Experiment Design Considerations
Full Factorial Experiments
2k Full Factorial Designs
Linear & Quadratic Mathematical Models
Balanced & Orthogonal Designs
Fit, Diagnose Model and Center Points
Fractional Factorial Experiments
Designs
Confounding Effects
Experimental Resolution

CONTROL PHASE

Lean Controls

LEAN SIX SIGMA GREEN BELT BUSINESS RESULTS

In this module, you will have the opportunity to reflect on the application of your learning in the workplace. Further more it is most important that you allocate sufficient time to complete any outstanding actions from your activities. As defined in the earlier modules RBI cycle, going to Gemba and helping the team to problem solve and get the result is crucial at this stage.

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