Duration: 8 Days

Date: Contact us for the next available date

Overview

Continuous Improvement (CI) has been part of business practice for decades. Essentially CI is a ‘change for the better’. Sometimes we perform these changes as part of our day-to-day business activities, other times we need to have a specific goal or objective to achieve that takes the form of a project. Lean Six Sigma Green Belts are vital assets to any business. They are key employees equipped with specialist tools to make these ‘changes for the better’ happen. Utilizing a vast array of tools, Lean Six Sigma focuses on improving speed and quality of a product or service, regardless of the industrial sector or size of the business, helping a business in becoming better and faster, providing a greater value product to the customer. Lean Six Sigma Green Belts are extremely flexible weapons in reducing costs. They can lead cost reduction projects, simply be project team members or use Lean Six Sigma tools whilst performing key everyday activities. Green Belts help a business in becoming better and faster. Green Belts impact the bottom line. Green Belt Training includes Lean, Six Sigma and Change Management tools and methodologies. The training focuses on utilizing the most common Lean Six Sigma and Change Management tools in the execution of medium complexity projects. The format of the training will be tutor led. The training is very interactive thus there is a lot of emphasis on group dynamics and ensuring the attendees participate and interact with the trainer and each other. The training is conducted through presentations, simulations, role plays, group exercises, discussions and case studies.

By the end of this training programme the attendees will be able to:1. Understand Continuous Improvement.2. nderstand Lean Six Sigma methodology and DMAIC. 3. Understand Change Management and tools used. 4. nderstand how to use the most important tools in DMAIC phases.5. Identify sources of waste and variation within the business.6. Use Lean Six Sigma as an efficient and effective cost reduction strategy

To maximize the training, it is strongly recommended that each attendee would bring a project idea to the training, so they may practice the skills and methodologies learned in the training class by doing them in the project during and after the class training – ‘learning by doing’.

To optimize the combination of classroom based training and project work, the 8 day course will be broken down as follows
The 1st & 2nd days consecutive and then a 2 week break
The 3rd & 4th days consecutive and then a 2 week break
The 5th & 6th days consecutive and then a 2 week break
The 7th day and then a 2 week break
The 8th day
Breaks in training is to allow the attendees to complete project work back in their workplace and then feedback to training group at next training event.

The training is conducted through presentations, simulations, role plays, group exercises, discussions and case studies.

Introduction & Overview

Introduction to Course
Course agenda
Learning outcomes
Assessments

Continuous Improvement

History of Continuous Improvement
It’s current use in business today

Lean

History of Lean
Introduction of the Five Lean Principles
Value analysis – Value Adding & Non Value Adding (Waste)
Waste identification – TIMWOOD
Lean Tools
Toyota Production System

Six Sigma

History of Six Sigma
Variation
Statistical Six Sigma
Different roles of Six Sigma
Relationship between DPMO Yield & Sigma levels of quality
Structured project teams and root cause analysis
DMAIC (Define, Measure, Analyse, Improve, Control)

DMAIC

The role of DMAIC in problem solving
What the 5 phases entail
Definition of a project.
Project Stages and Stage Gates
Typical projects
Case studies

Change Management

What is Change Management?
Why is it so important?
How people react to change
How people build resistance to change
Leadership conditions for change
Change Management Process
Define a change in terms of current, future and transition states
Create an elevator speech
Define roles, responsibilities and relationships
Plan a change by surveying the business
Complete a stakeholder analysis
Identify resistance to change
Create Change Management action plans
How and when Change Management is needed in a DMAIC project

Define

Project Charter

Problem Statement
Goals
Business Impact Statement
Scope

Project Team Structure

Team behaviour, facilitating and leadership
Team Structure
Team Roles
RACI
Team Launch
Team formation

Project Planning

Project Planning – and critical path analysis
Prepare a project team
Communication plan
Role of Project Manager
Use of Project Planning Tools –MS Project /Prince (demo.)
Project Costing and Financial Analysis
Risk Analysis and contingency Planning
Reporting – QUAD Charts

Customer Analysis

Gathering the voice of the customer
Identifying critical to quality requirements
Tree diagrams, Kano Analysis, Affinity diagrams
Creating a SIPOC
Validating project charter

Define Gate Review

Importance of gate reviews
to ask in a gate review

Measure

Process Mapping

What is a process map?
Benefits of a process map
Steps to create a process map
Analysing a process map

VSM

What is a VSM?
Benefits of a VSM
Steps to create a VSM
Analysing a VSM
Process lead time and process cycle efficiency
Identifying waste in a VSM

Data Collection

What is measurement?
The characteristics of a good data collection system
How to create a data collection system
Sampling
Use of existing data

Basic Statistics

Different types of data
Different types of distributions and data scales
Central tendency – mode, median, mean
Variability – standard deviation, max, min, range, variance
Normal distribution
Accuracy and precision
Graphical displaying data

Measurement System Analysis

What is measurement system?
What is MSA?
What is Gauge R&R?
How to conduct a MSA

Baseline calculation

What is baseline calculation?
Importance
Control Charts & SPC
Process Capability
DPMO

Measure Gate Review

Importance of gate reviews
Questions to ask in a gate review

Analyse

Basic Root Cause Analysis

What is RCA?
Pareto diagrams
Brainstorming
Affinity diagrams
Fishbone
5 Whys

Determining Critical Root Causes

What is a Cause & Effect Matrix?
Steps to create a C & E Matrix
What is FMEA?
How to conduct an FMEA
Statistical Analysis

Analyse Gate Review

Importance of gate reviews
Questions to ask in a gate review

Improve

Prioritising Solutions
Piloting Solutions

Kaizen

What is Kaizen?
When to Kaizen?
How to conduct a Kaizen

Lean Process Improvements

5S
Takt Time & Rate
Process Balancing
Standardised Work
Pull Systems
JIT

Improve Gate Review

Importance of gate reviews
Questions to ask in a gate review

Control

Control Measures

Mistake proofing
Visual Management
Control Charts

Control Plans

What is a control plan?
How to create a control plan

Project Closure

Project closure checklist
Project closure report
Transition of project back to sponsor

Coaching on projects will be provided on a 1 to 1 basis or in groups as deemed appropriate by the tutor.

Each attendee will receive a certificate of completion of the training course at the end of Day 8 once they successfully pass the examination. This course also is a FETAC Level 5 certified course. The FETAC certification is set out in FETAC Module Descriptor, Lean Manufacturing Tools Level 5 L22586. The certification will require completion by each attendee of an Assignment, Skills Demonstration and a Project as described in FETAC Module Descriptor, Lean Manufacturing Tools Level 5 L22586. After completion of Day 8, the expectation is that each attendee will complete the portfolio of assessment as outlined in FETAC Module Descriptor, Lean Manufacturing Tools Level 5 L22586.

This course is intended for those employees within a business who are engaged in daily problem solving and/or project management, for example Process Engineers, Quality Technicians and Engineers, Maintenance, Supervisors, Managers and Project Managers.

Get in Touch

Aspira is the only company in Ireland that is both certified by the Project Management Institute (PMI) as a Registered Education Provider (REP®) and recognised by the International Institute of Business Analysis (IIBA) as an Endorsed Education Provider (EEP®). This demonstrates our track record of delivering professional training and development services which focus on Increasing competencies in the application of best practice Project Management Skills and Techniques based on the PMI PMBOK, best practice Business Process Management skills  and Business Analysis Skills based on the IIBA BABOK.