LEAN SIX SIGMA YELLOW BELT – INTERNATIONAL CERTIFICATION

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LEAN SIX SIGMA YELLOW 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.

Lean Six Sigma Yellow Belts provide value within the organisation’s Lean Six Sigma framework in a variety of ways. They serve on project teams to help collect and analyse data, develop process maps, assist the project team in certain levels of statistical analysis, and develop experimental designs for a particular project.

These activities serve to support and accelerate progress in every project—which helps to maximize the organization’s return on its investment, and adds capacity to deliver even greater numbers of breakthrough improvement projects throughout the company.

BENEFIT OF EMPLOYING LEAN SIX SIGMA IN THE ORGANIZATION:

 Increase usage of space

MODULE 1: FOUNDATION OF LEAN SIX SIGMA

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 PRACTICES

IMPLEMENTING LEAN SIX SIGMA IN BUSINESS

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

MODULE 2: 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

Module 3: 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)

Module 4: Root Cause Analysis (RCA)

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

MODULE 5: RAPID BREAKTHROUGH IMPROVEMENT TECHNIQUES USING LEAN SIX SIGMA YELLOW 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

Overview of Six Sigma

 What is Six Sigma?

 Six Sigma History

 Six Sigma Approach

 Six Sigma Methodology

 Roles & Responsibilities

Fundamentals of Six Sigma

 Defining a Process

 VOC & CTQ’s

 QFD

 Cost of Poor Quality

 Pareto Chart & Analysis

Lean Six Sigma Projects

 Six Sigma Metrics

 Business Case & Charter

 Six Sigma Metrics

 Project Team Selection

 Project Risk Management

 Project Planning

Measure Phase

Process Definition

 Cause & Effect Diagrams

 Cause & Effect Matrix

 Process Mapping

 FMEA

 Theory of Constraints

Six Sigma Statistics

 Basic Statistics

 Descriptive Statistics

 Distributions & Normality

 Graphical Analysis Measurement Systems

 Precision & Accuracy

 Bias, Linearity, Stability

 Gage R & R

 Variable MSA

 Attribute MSA

Process Capability

 Capability Analysis

 Concept of Stability

 Attribute Capability

 Monitoring Techniques

Control Phase

Lean Controls

 Control Methods for 5S

 Kanban

 Poka-Yoke Control Plans

 Cost Benefit Analysis

 Elements of Control Plans

 Elements of Response Plans

MODULE 6: LEAN SIX SIGMA YELLOW 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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