Continuous improvement

Transcription

1 Continuous improvement PRODUCT & PROCESS DEVELOPMENT TRANSACTIONAL PROCESSES LEADERSHIP & MANAGEMENT PURCHASING PRODUCTION Opera onal Excellence SIX SIGMA PROGRAM TRAINING CATALOG

2 Leadership & management Spis treści Fact-based management. Introduction to OpEx for managers Effective project management Graphical Excellence 1. About us 2. Why choose the OpEx Academy? 4 5 Deming s system transformation. System of Profound Knowledge Building relationships with employees 3. OpExBooks.pl 4. Leadership and management 6 Concepts Tools 4.1 Fact-based management. Introduction to OpEx for managers 4.2 Graphical Excellence Deming s system transformation: System of Profound Knowledge 8 Engineering (production areas and departments of product and process development) 4.4 Effective project management Building relationships with employees 9 Which training should I choose? Statistical Process Control, SPC Design of Experiments, DoE OpEx Six Sigma Green Belt Measurement Systems Evaluation Product and Process Development Solving problems using 8D method Basic concepts and tools of continuous improvement Target Costing Analysis Benchmark & Shadow Cost Analysis Cost reduction Reliability Analysis Robust Design OpEx Six Sigma Black Belt Designing Design for Assembly Value Engineering Product and Process FMEA 5. OpEx Six Sigma Green Belt 6. OpEx Six Sigma Black Belt 7. Engineering (production areas and departments of product and process development) 7.1 Statistical Process Control, SPC 7.2 Design of Experiments, DoE 7.3 Measurement Systems Evaluation 7.4 Solving problems using 8D method Product and Process Development 7.5 Benchmark & Shadow Cost Analysis 7.6 Target Costing Analysis 7.7 Robust Design Design for Assembly 19 Production areas, suppliers quality Robust Engineering Kaizen Week, variation reduction Quick Response Quality Control 7 basic quality tools Process Capability Analysis Problem solving in the areas of production 7.9 Value Engineering 7.10 Product and Process FMEA 7.11 Reliability Analysis Production areas, suppliers quality Problem solving and continuous improvement 7.12 Robust Engineering 7.13 Problem solving in the areas of production Quick Response Quality Control 23 Transactional processes basic quality tools 7.16 Process Capability Analysis Practical aspects of problem solving in transactional processes OpEx Six Sigma Green Belt 7.17 Kazien Week, variation reduction 8. Transactional processes 24 Business Proces Reengineering Use of statistical methods in transactional processes Basic concepts and tools of continuous improvement OpEx Six Sigma Black Belt 8.1 Practical aspects of problem solving in transactional processes 8.2 Business Proces Reengineering 8.3 Use of statistical methods in transactional processes

3 With us you will understand, what continuous improvement is Why choose the OpEx Academy? OpEx Group is a company which is professionally engaged with delivering knowledge and solutions from the scope of continuous improvement. Experience of our consultants is built on long and detail education in the field of OpEx, Six Sigma and Lean Manufacturing, linked with wide practice and experience in running optimisational projects and implementations in many organization: Automotive, Home Appliance oraz FMCG. We have worked both in the areas of production, departments of product and process development, as well as transactional processes and areas of Human Resources Management. Transfer of knowledge and practical skills We built our training programs based on real examples from different branches of business, mostly Automotive, Home Appliance and FMCG ( production areas, R&D and transactional processes). During the training we share our experience, every subject is supported by our own examples, which even emphasizes possibility of practical use of presented concepts and tools. The accumulated knowledge and experience allow us to prepare a comprehensive training and consulting solutions adjust to individual customer needs. OpEx Group offer is addressed to both management groups, as well as to engineers, professionals, leaders and workers of production lines. Having operational perfection as a goal we help build knowledge in clients organizations, to let them understand and improve their processes and than use it to solve current problems as well as to avoid them in the future. Focusing on effectiveness and understanding needs of our partners we always try to prepare solutions appropriate to their problems, challenges and business needs. Based on Shewhart s and Deming s concepts, we extend DMAIC standard model. Our experience shows that the most effective is to use a scheme based on understanding variation and designing experiments, supported by critical thinking and simple statistical methods. As Henry Ford said: Coming together is a beginning; keeping together is progress; working together is success, we are able to build a permanent system solutions, which, as our experience shows, offer great benefits, stability and future of the business. Most effective techniques of training Our trainings are conducted with minimal use of presentations made in Power Point. Most of our lectures are lead by the method based on using writing projector, what allows to increase involvement of participants and keep high level of their concentration and interaction with trainer during whole training. Number of simulation, games, experiments and practical exercises allows our participants to discover, by their own hands, knowledge that will allow them to work on improving their processes even more efficiently in the future. All the practical exercises take place in small subgroups so we are able to react immediately on individual needs of our participants. We believe that only immediate, practical making use of newly learned knowledge guarantee long-lasting training success. Thanks to consultations with trainer during the training the participant is able to plan his first actions to use this new knowledge in practice. Additionally every participant can contact the trainer by mail or telephone for a consult even after the end of training. To order training, please contact OpEx Group by or phone. If you are looking for a training in the field of continuous improvement, which is not in this offer, please contact us: kontakt@e-opex.pl. Flexibility Our offer is made of many modules, which are combined depending on individual client needs, expectations and business goals he wants to achieve. Our trainings are realized in two organizational forms CONTACT: Joanna Kordas OpEx Academy Manager Phone: joanna_kordas@e-opex.pl Website: Dedicated trainings All workshops and trainings can be dedicated especially to your business. In this case, we individually adjust program and the duration of the workshop to the current knowledge of the staff and the specific of customer s business. Open trainings Some trainings are also organized in the open form. These courses are organized in Wroclaw and take place in accordance with the OpEx Academy calendar, which is available at: 4 5

4 Classical literature in the field of constant improvement Introduction to OpEx for managers Publishing house OpExBooks.pl was founded in 2011 in response to the needs of the participants of our training courses and workshops. Despite many publications available in Polish, there are still large gaps, especially in the areas of continuous improvement and analytical use of statistical methods to improve the quality and productivity. Books We are practitioners. Every day, we use the knowledge that chosen by us authors provide in their books. We had a chance to learn from the best, and one of the forms of gaining knowledge is reading the indicated literature. It s not about the latest bestsellers, but carefully selected books that bring the reader practical knowledge. Quality policy We attach great importance to both the content and appearance of our books. All items are developed by experienced translators, editors, graphic designers and consultants. Based on their skills and professionalism, we prepare and publish books on the highest level. Leadership & management BESTSELLER RECOMMENDED RECOMMENDED RECOMMENDED NEW! One of basics success factors of implementing the program of continuous improvement is understanding it by management personnel. Both highest management and managers of medium level needs to be aware o their role and responsibility in whole process. Their main task is to ensure continuous support for projects activities and execution of solutions developed during the projects. This training presents power of Operational Excellence methodology applied on various levels of organization. Introduction to variation - basic definitions and statistics, the distinction between common and special cause variation. Methods for measuring the effectiveness of projects. Separation of roles of managers and employees directly involved in the implementation of Six Sigma Operational Excellence program - designating goals, methods of motivation, supervision over work and evaluation of employee. Deming s experiment - simulation of production process performed by participants, illustrating various aspects of managing human resources (goals vs. instructions, motivation vs. supervision, evaluation vs. continous development). Management based on facts as a ground for every activity from planning to reporting. Business data analysis using Control Charts. Graphical Excellence Leadership & Management Lean Manufacturing series Ability of presentation is useful to everyone who works with numerical data. It should be a key instrument of analysis and conclusion, and it also allows to effective sharing gained knowledge with others. Depending on situation, goal, asked question or structure of gathered data some kinds of diagrams will be more effective than others. However there is universal set of characteristics which every good diagram needs to have - it should in simple and precise way show results of analysis leading user to unequivocal conclusions. Shopfloor series Full range is available at: and after contacting us by or telephone: Phone: kontakt@opexbooks.pl Statistic and visual thinking. Graphic data analysis as base of making decisions. Practices used in graphic data presentation, sources of consistency and graphic perfection. Types of diagrams used in data analysis and presentation. Rules of graphic data presentation - presentation of data in context, data structure, showing many data on one diagram, differences presentation, how to choose diagram. Esthetic aspects of creating graphic data presentation. Effective numerical data presentation - connection of verbal and graphical communication. 6 7

5 NEW! Deming s system transformation: System of Profound Knowledge Techniques of production management building relations with employees Doctor W. Edwards Deming is undisputed authority in the field of ensuring quality and increasing productivity. In his publications he dedicates a lot of place to common all over the world style of management and necessity of it s transformation. Based on specific examples he proves that effectiveness measurement based on accounting indexes leads employees to achieve imposed selling, margining and costs goals often by manipulating process or data. Transformation is long-lasting process and should begin with management personnel. Leader of transformation and involved managers needs to learn the psychology of unit, group, system and psychology of changes. This training allows to understand System of Profound Knowledge and thereby new angle to look at business, events associated with it, numbers and interactions with people connected to it. Understanding the principle of System of Profound Knowledge forms base to business choices evaluation and allows to begin the road to transformation in association with philosophy of continuous improvement. Need of transformation, consequences of currently applied management practice. Introduction to System of Profound Knowledge: (system, understanding variation, knowledge theory, psychology). Inside and outside sources of employees motivation. Deming s experiment - simulation of process performed by participants, illustrating various aspects of managing human resources: goals vs. instructions (determination of goal is not enough, it s necessary to understand what sort of task is this - who is responsible, what kind of help does employee need) motivation vs. supervision, system of awards and punishments evaluation of employee vs. continous development (how to perform difficult process of employee evaluation, to ensure effectiveness and continous development) Effective project management Speaking about lean management, a specially in case of production processes, usually we mean optimization of material and information flow. However human factor can not be forgotten. Critical element of every process are employees. It s because of work of their hands and minds we achieve certain result. Employees must be convinced of value of their work and know what is its goal. Management based only on placing goals or evaluating results should be replaced with continuous improvement, which is foundation of every lean organization. Continuous improvement should concern not only processes and products but also development of employees competences. Motivation or evaluate systems are not enough. So it s necessary to change the way of thinking in broad meaning and to provide employees with proper competences, which will allow to realize complex goals and to capably verify changes in the process. Structure and organization of lean management systems, division of roles and responsibility on various levels of organization. Understanding variation - fundaments of management based on facts and continous improvement. Division of managers and employees responsibilities role of managing personnel in maintaining proper level of motivation and involvement of employees placing goals, methods of motivating, work supervision and employees evaluation. Deming s experiment - simulation of production process performed by participants, illustrating various aspects of managing human resources (goals vs. instructions, motivation vs. supervision, evaluation vs. continous development). Role of manager in involving, motivating and building friendly relations within the team: most important techniques of motivating, involving communication and management foundation. ZZL areas from the perspective of manager s role. SMART methodology as a recipe for effective delegation. Problems in task realizations - diagram of disciplining conversations with employees. General rules of conducting lean meetings simulation of meetings with employees. ReCOMMENDED LITERATURE Project management is multistage, complex and diverse process. It s work of group of people who, in order to increase competitiveness of themselves as well as companies they represent, create unique venture, which needs large commitment and responsibility. W. Edwards Deming - Out of the crisis (polish edition) W. Edwards Deming - The New Economics (polish edition) Bases of project management: what the project is? typical mistakes in projects and success factors. Defining the project: organization, parameters, projects requirements. Planning the project: division of work, schedule, risk management. control and monitoring of the project: analysis of aberrations, reporting, controlling. Formulating card of the project : goal, organization, parameters. Project plan: division of work, schedule, risk management. Project management: Steering Committee, reporting

6 OpEx Six Sigma GREEN BELT Duration 3-5 days x 2 sessions OpEx Six Sigma GREEN BELT Green Belt Training presents general concepts and methods which form the fundamentals of Six Sigma. Projects conducted by each participant are an integral part of this training, and so in this way the application of freshly gathered knowledge is put in practice. The training includes both theoretical lectures and practical exercises, case studies and work with the Minitab software. Presented concepts are illustrated with real examples, often taken from the working environment of the participants. Workshops include statistical techniques such as SPC (Statistical Process Control), DoE (Design of Experiments) and other non statistical tools, that are frequently used in production practice in order to improve processes and products. However, it is crucial to take into account that a pure application of particular methods or tools is not equal to the accomplishment of required results. Most of the Six Sigma trainings focuses on teaching statistical tools, but it should not be the main objective of the workshop. The basis for their use is the philosophy and the concepts behind them. OpEx Six Sigma Green Belt Introduction to 6 Sigma. Critical Thinking, Thought Map, examples of Thought Maps. Introduction to variation - basic definitions and statistics, the distinction between common and special cause variation. Process Mapping, Examples of Process Maps, Rate of Change Table. Introduction to Sampling: Sampling Trees, Box Plots, Range and Mean Charts. Measurement System Evaluation for continuous data and visual evaluation. Passive use of Control Charts to monitor the performance of the process. Active use of Control Charts to solve problems - Components of Variation Study. Design of Experiments - a comparison of different approaches to experimentation, the choice of experimental factors and their levels, Full Factorial and Fractional Factorial Designs. Process Capability Study, capability indexes. RESULTS Ability to collect data in order to answer questions about the process. Ability to analyze and present collected data. Ability to evaluate Measurement Systems Ability to use Control Charts in a passive way (process monitoring) as well as active (problem solving in processes). Ability to plan and conduct Full Factorial anf Fractional Factorial Designs. Ability to perform the analysis using Minitab software. Amount of knowledge and practical skills sufficient to conduct Green Belt projects independently. OPEN TRAINING OpEx Six Sigma Green Belt trainings are also organized in the open form in accordance with the OpEx Academy calendar: Next trainings Class 01/2014 Class 02/2014 Class 03/2014 Time Session I: II Session II: III Session I: V Session II: VI Session I: X Session II: XI Place Wrocław Wrocław Wrocław Net price (pln) TRAINING ADDRESSEES Process engineers Quality engineers Technologists Leaders When notified 30 days before the start of the training, we offer a discount of 10%! Managers (especially middle level who want to discover and extend their knowledge of Six Sigma methodology) TRAINING PRICE INCLUDES: Help in defining the Green Belt project. Ability to consult with a trainer during training, the break between sessions and after the workshop. The Book The Leader s Handbook by Peter R. Scholtes Polish translation. OpEx Six Sigma Green Belt certification exam. A set of training materials. Additional training materials based on the individual needs of the participant. Username and password for the Client Zone allowing use of many additional materials. Coffee breaks and lunch. To take part in an open training you must download and complete the application form from the website: DEDICATED TRAINING ORGANISATION The workshop consists of two 3-5 day training sessions separated by approximately 4 weeks break, during which participants work in projects using the acquired knowledge in practice

7 OpEx Six Sigma BLACK BELT Duration 5 days x 4 sessions OpEx Six Sigma BLACK BELT OpEx Six Sigma Black Belt is advanced training. It is much broader and more detailed in scope, compared to the OpEx Six Sigma Green Belt workshops. It provides knowledge on an expert level, which enables not only conducting individual complex projects, but also to train future Green Belts and lead the organization towards operational excellence. Candidates for future Black Belts are those with high technical expertise, open to new challenges and having the potential to be leaders of change in the organization. The emphasis during the workshops is put on practical skills, so the training includes a lot of exercises, experiments, games, case studies and work with the Minitab software. Participation in OpEx Six Sigma Green Belt training is not necessary to join the OpEx Six Sigma Black Belt workshops. The main objective is knowledge transmission within a suitable range and at a practical level in order to give Black Belt candidates the opportunity to carry out project work independently as well as active support of Green Belts during their project work. OpEx Six Sigma Black Belt Introduction to 6 Sigma. Critical Thinking, Thought Map, examples of Thought Maps. Introduction to variation - basic definitions and statistics, the distinction between common and special cause variation. Process Mapping, Examples of Process Maps, Rate of Change Table. Introduction to Sampling: Sampling Trees, Box Plots, Range and Mean Charts. Measurement System Evaluation for continuous data and visual evaluation. Passive use of Control Charts to monitor the performance of the process. Active use of Control Charts to solve problems - Components of Variation Study. Components of Variation Study Sampling Strategies: Nested, Systematic, Crossed. Design of Experiments - a comparison of different approaches to experimentation, the choice of experimental factors and their levels, Full Factorial and Fractional Factorial Designs, adding noise into the experiment. Noise Management in experiment basic strategies: Repeats, Replicates, Blocking, Factor Relationship Diagram. ANOVA: Fully Nested Anova vs. Crossed Anova. Taguhi Robust Engineering - Whole Plot/Split Plot. Special causes in the experiment, diagnostics and follow up. Model building, Residual Analysis. Process Capability Study, capability indexes. RESULTS Ability to collect data in order to answer questions about the process. Ability to analyze and present collected data on advanced level. Ability to evaluate Measurement Systems Ability to use Control Charts in a passive way (process monitoring) as well as active (problem solving in processes) on advanced level. Ability to plan and conduct Full Factorial anf Fractional Factorial Designs on expert level. Ability to perform the analysis using Minitab. Amount of knowledge and practical skills sufficient to conduct Black Belt projects independently and to actively support the Green Belts in their project work. DEDICATED TRAINING ORGANISATION The workshop consists of 4 training sessions separated by approximately 3-5 weeks break, during which participants work in projects using the acquired knowledge in practice. OPEN TRAINING OpEx Six Sigma Black Belt trainings are also organized in the open form in accordance with the OpEx Academy calendar: Next trainings Class 01/2014 Class 02/2014 Time Session I: II Session II: III Session III: 7-10 IV Session IV: V Session I: X Session II: XI Session III: XII Session IV: I 2015 Plance Wrocław Wrocław Net price (pln) TRAINING PRICE INCLUDES: Help in defining the Green Belt project. Ability to consult with a trainer during training, the break between sessions and after the workshop. The Book The Leader s Handbook by Peter R. Scholtes Polish translation. OpEx Six Sigma Green Belt certification exam. A set of training materials. Additional training materials based on the individual needs of the participant. Username and password for the Client Zone allowing use of many additional materials. Coffee breaks and lunch. To take part in an open training you must download and complete the application form from the website: TRAINING ADDRESSEES Agents of Change Quality Managers Industrial Engineering Managers Process and Quality engineers Two free consulting days in participant s firm to help him in firts steps of Black Belt project. When notified 30 days before the start of the training, we offer a discount of 10%! 12 13

8 Statistical Process Control, SPC Duration 2-3 days Design of Experiments, DoE Duration 2-3 days Statistical Process Control (SPC) is a package of techniques that has been used for the past 70 years. However, from the beginning there has been a lot of doubt about the nature and aim of SPC usage. The majority of SPC courses are focused on statistical tools which aim to simplify the use of Statistical Process Control for the controlling and monitoring of results. It is very narrow and simplified interpretation that do not use the whole potential of SPC. The purpose of training is to show participants that by SPC they can get to know and understand the sources of variation that affect the process and its results. This enables continuous improvement and therefore allows no major investments to improve quality SPC and increase productivity. Statistical Process Control training shows above all concepts, on which statistical tools are based. This is a unique way to obtain continuous improvement and indeed the way to increase quality and productivity without major investments. Introduction to variation - basic definitions and statistics, the distinction between common and special cause variation. Process Mapping, Examples of Process Maps, Rate of Change Table. Introduction to Sampling: Sampling Trees, Box Plots, Range and Mean Charts. Measurement System Evaluation for continuous data and visual evaluation. Passive use of Control Charts to monitor the performance of the process. Active use of Control Charts to solve problems - Components of Variation Study. Process Capability Study, capability indexes. RESULTS Ability to collect data in order to answer questions about the process. Ability to analyze and present collected data. Ability to evaluate Measurement Systems Ability to use Control Charts in a passive way (process monitoring) as well as active (problem solving in processes). Ability to perform the analysis using Minitab. OPEN TRAINING SPC trainings are also organized in the open form in accordance with the OpEx Academy calendar: Next trainings Class 01/2014 Class 02/2014 Class 03/2014 Time II V X Place Wrocław Wrocław Wrocław Net price (pln) When notified 30 days before the start of the training, we offer a discount of 10%! Knowledge is a key factor to get success in every field. Knowledge gives rise to the possibility to be innovative, competitive, and to meet required business needs. However knowledge acquisition can be sometimes complicated, time consuming, and expensive. It can be but it doesn t have to be. In order to succeed we need to learn how to acquire necessary knowledge. Learning skills are one of the fundamentals of current processes and product improvements as well as the designing of new ones which aim to be more robust, perfect, and fit exactly with new requirements. Design of Experiments allows the easy optimizing of the knowledge gathering process DOE with the minimum cost incurred. This training demonstrated an effective way to plan, conduct and analyse experiments as well as how to practically utilize knowledge gathered during experimentation. The training is designed in such a way that even people without a statistical background are able to practically utilize collected knowledge. Comparisons of experimentation methods (OFAT, ALLFAT, Trial & Error vs DoE). Experiment planning: Measurement System Evaluation, factor and level selection. Full Factorial Design: construction and analysis (Practical, Graphical and Quantitative). Pros and Cons. Fractional Factorial Design: construction and analysis, risk and benefits from fractional experimentation. Testing a wide range of conditions. RESULTS Ability to plan and conduct Full Factorial anf Fractional Factorial Designs. Ability to perform the analysis using Minitab. OPEN TRAINING DoE trainings are also organized in the open form in accordance with the OpEx Academy calendar: Next trainings Class 01/2014 Class 02/2014 Class 03/2014 Class 04/2014 Time III VI 9-10 IX XI Place Wrocław Wrocław Wrocław Wrocław Net price (pln) To take part in an open training you must download and complete the application form from the website: When notified 30 days before the start of the training, we offer a discount of 10%! To take part in an open training you must download and complete the application form from the website:

9 Measurement Systems Evaluation, MSE Duration 2-3 days NEW! Practical aspects of problem solving using the method 8D Duration 2 days Precise measurements are the fundamentals of fact-based management which is the only way to achieve continuous improvement of processes and products. If we cannot express what we know about our process using numbers, it means that indeed we do not know much. If we know not much we cannot control the process. This training shows the importance of the Measurement System. We teach how to check the adequacy of the Measurement System in order to be sure that data which are delivered can be used in business management and the decisions making process. Introduction to variation - basic definitions and statistics, the distinction between common and special cause variation. Process Mapping, Examples of Process Maps, Rate of Change Table. Measurement System Evaluation for continuous data. Measurement System Evaluation for alternative evaluation - Kappa method. Measurement System Evaluation for visual evaluation. Measurement System Evaluation for evaluation by scale - ICC method. Gage R&R - construction and analysis. REZULTATY Ability to collect the data needed for the analysis of the measurement system. Ability to evaluate Measurement Systems for continuous data. Ability to evaluate Measurement Systems for alternative evaluation. Ability to evaluate Measurement Systems for visual evaluation. OPEN TRAINING MSE trainings are also organized in the open form in accordance with the OpEx Academy calendar: Next trainings Class 01/2014 Time Place 3-4 IV Wrocław Net price (pln) MSE When notified 30 days before the start of the training, we offer a discount of 10%! To take part in an open training you must download and complete the application form from the website: Problem solving must be structurized process which in effective and successful way will identify causes of discrepancy and than permanently eliminate source of problem. Training offered by us shows the meaning of systematized approach to solving problems thanks to broad use of 8D methodology in many branches of industry. We teach not only what methodology is about but also what are its particular elements. However most of all we focus on skills necessary to finish every stage of solving problem process. Introduction to variation - basic definitions and statistics, the distinction between common and special cause variation. Process Mapping, Examples of Process Maps, Rate of Change Table. Introducing to 8D methodology : genesis, when to use it? basic definitions: cause source, immediate actions, verification, validation, correcting and preventive actions. Review of particular stages of 8D methodology. RESULTS Ability to use in practical way 8D methodology to solving problems in the organization. Ability to document solving problems process in form of 8D report. Ability to use basic tools of problems solving: 5 why method, Ishikawa diagram, Pareto chart, process and product mapping, Though Map, graphic data analyze tools etc. OPEN TRAINING 8D trainings are also organized in the open form in accordance with the OpEx Academy calendar: Next trainings Class 01/2014 Class 02/2014 Time 6-7 II 9-10 VI Place Wrocław Wrocław Net price (pln) Raport 8 D When notified 30 days before the start of the training, we offer a discount of 10%! To take part in an open training you must download and complete the application form from the website:

10 NEW! Benchmarking & Shadow Cost Analysis Robust Design, RD Duration 2-5 days Market pressure, speed of changing requirements and clients expectations force on producers faster designing process and implementing new products. Thorough market analysis is inseparable element of this process. One of most common methods helping in mentioned analysis is Banchmarking with extended Teardown. Banchmarking is also integral part of designing process and it is starting point for designed product costs definition, profit margin and design plan definition. In designing processes based on Target Costing it s inseparable element of project leaders work, who has defined cost goal. Banchmarking with Teardown structure is divided into two analysis: Shadow Cost (defines what is the cost of producing competitions product in own factory) and Shadowed Factory Cost (defines what is the cost of producing product in competitors factory, considering localization, delivery chain, organization etc.). Product & Process Development Basic definitions - banchmarking, teardown, shadow cost, shadowed factory cost, cost should be. Analysis of key elements of current structure of product being processed with teardown (BOM, SIC, market situation, delivery chain, structure of components production and assembly). Analysis of competitions products (BOM, SIC, market situation, delivery chain, structure of component production and assembly). Shadow Cost i Shadowed Factory Cost analysis. Decisions made during designing process are crucial from costs and customers requires point of view. Fulfilling specifications requirements is insufficient, it s crucial to create articles which posses above average characteristics products which are functioning regardless of improper installation or exploitation, impropriate transport or store. Products which are resistant to variation. Merger of continuous concentration on client with designing products in respect with variatoin is definition of Robust Design. Creating robust products is competitive advantage and most effective method of building stable brand. Philosophy of designing project, system, function and human errors. Product and process maping. Design of Experiments - a comparison of different approaches to experimentation, the choice of experimental factors and their levels, Full Factorial and Fractional Factorial Designs. Robust Design basic concepts and assumptions, Taguchi methodology, Factor Relationship Diagram, FRD. Tolerance designing use of planned experiments to define tolerance. Design for Assembly, DFA NEW! Target Costing Analysis Duration 1 day Fast changing market, strong competition and unstable macroeconomic situation are one of most important challenges facing today s organizations. To be equal to challenge it s necessary to have proper methods of costs management, which must begin on designing stage because up to % of products costs is added in this step. Basic method is to join target costing with designing for value and testing evaluation of suggested solutions (robust design and design for reliability). Target costing is a base for building foundation for effective and profitable designing new products. Foundations of Target Costing, base of methodology. System and Organizational culture elements of effective costs defining process. Target Costing Workshops. Target Coasting is the beginning of effective management farther concepts (DFV, Robust Design, Reliability), connections. DFA method is analysis of products construction, which goal is to minimize costs and increase quality and reliability of project. DFA methodology analyses products characteristics with respect to technology of assembly and calculates its effectiveness factor called DFA factor. Thanks to this analysis you can in easy way decrease number of parts, increase quality and reliability of project and, what follows, reduce direct and general costs. DFA also allows for objective evaluation of competitions constructions different from each other by size and complication level. Design for Assembly concept - how does its use influence level of quality and reliability of product and costs of creation (reliability of final product, minimum number of components rule, relocating components optimization rule, symmetry of components rule). DFA analysis of current state, time calculation and assembly costs. Process of improving current state and methods of validation proposed changes. Methods of building stable and reliable assembly processes considering ergonomics of work places. Solving problems and preventing them from happening in assembly processes methods (poka yoke, swapping etc.). Practical aspects of performing DFA workshops

11 NEW! VALUE ENGINEERING Reliability Analysis Duration 2-4 days During first stages of the process we have large influence on products value, understood as fulfilling functional requirements for established budget. About 70 % of total cost is result of decisions made during the designing. It forces optimization of expenses with maintained or improved quality and achieving clients demands in early stage of designing. Value engineering allows to define this areas of products, which costs more than are worth. Functional analysis included in VE process is questioning currently requirements, formulates innovative solutions for updated requirements giving a chance for creative, but most of all, effective designing. Philosophy of designing project, system, function and human mistakes; understanding of designing process and incorporating value as the most important characteristic. Value Engineering as a method of linking function with costs. Basic stages of Value Engineering - Orientation + Information, Functional Analysis - FAST Diagram, Creativity + Evaluation + Progress, Presentation + implementation. Productive, effective and lasting designing linking concepts and methods. Analysis of value in designing (DFV) and methods of evaluation and testing (Robust Design). Reliability is a critical part of the value delivered to the customer, who expects that the product will work every time, and for such time as he will be needed. This is impossible without adequate testing of the product and its components before they leave the factory. This is usually the most expensive, longest and most difficult stage of product development. Unfortunately, most of the tests performed in industry today is based on the traditions, standards and procedures that do not provide the optimum achievement of the above-mentioned characteristics. This training shows what effective test are and how to use gained knowledge in practice to improve the performance and reliability of manufactured products. Introduction to reliability tests. Process and product mapping. Databases and practice of forecasting - possible sources of data to assess the reliability of tests. Comparison of analytical and numerical approaches. DoE analysis in the context of reliability testing. Attributes of a good test and product metric for reliability testing. Methods of testing, test planning. Process and Product FMEA Duration 1-3 days Decisions made during the designing process are essential from viewpoint of costs and clients demands. Unfortunately often chosen solutions are not free from errors. Its fast elimination and replacing with better, more effective solution on designing stage isn t hard and most of all it s not expensive. Preventing errors expenses are much lower than its costs. According to analysis up to 75 % of errors appears in designing and planning stage that s why it s necessary to develop this stage participants knowledge and apply preventive methods before errors get through farther. FMEA (Failure Mode and Effect Analysis) and its extension to critical states evaluation FMEA (Failure Modes, Effects and Criticality Analysis) is quality tool, which goal is to find potential causes and results of errors made during designing and to eliminate them before finished product is ready. This training gives solid grounds for performing FMEA supported by real examples. Participants are gaining practical knowledge and skills to perform FMEA process as well as they get to know how does it connect to whole designing processes. They learn how to connect FMEA with problem solving tools such as 8D or QRQC methods etc. Philosophy of designing project, system, function and human mistakes. FMEA definition, PFMEA and DFMEA division. Developing FMEA to FMECA. FMEA project preparing stage. Though Map and Process Map as tool assisting effective defining scale and range of project. Three main FMEA sections: orientation on client, orientation on engineering, repairing actions. FMEA analysis as continuous process. FMEA connection with DfA, Robust Design and reactionary methods of problem solving 8D/QRQC

12 Robust Engineering, RE Duration 2-5 days NEW! Quick Response Quality Control, QRQC Duration 2 days Robust Engineering allows to proper adjustment of Clients Voice to technique requirements. It also optimize products or processes functionalities so that it become resistant for whole spectrum of events, which can appear and which we can not control. Allows to perform experiments, prototypes and new start-up tests by testing many factors at the same time and evolving its influence on results, which allows to identify those variables which in significant way affects process, but are beyond our control. Robust Engineering is revolutionary approach to engineering and designing which is one of the most important pillars of embedding quality into the products. Obszary produkcyjne, jako dostawców Design of Experiments - a comparison of different approaches to experimentation, the choice of experimental factors and their levels, Full Factorial and Fractional Factorial Designs. Introduction to Robust Engineering basic concepts and assumptions, Taguchi Robust Engineering Process. Strategies of disruptions managing, introduction to Factor Relationship Diagram. Diagnostic and reduction of influence of special causes on experiments results. The role and the application of classic quality tools such as PDCA cycle, 8D and A3 methodology. French automotive companies, with Valeo Group at the head, in response for challenges, made QRQC (Quick Response Quality Control) - verified and solid way of identification and fast reaction on problems in production, effective analysis and solution, as well as of drawing upon conclusions and prevention in the future. This training is based on examples from actual fabrics and its workshop form gives a chance for thorough understanding QRQC and possibility of individual application in standards of own company. Intruduction to QRQC methodology. San Gen Shugi approach: Gen - ba, Gen - butsu, Gen - jitsu. Basic QRQC steps: detection communication analysis verification. QRQC analysis and tools: 5W2H (description of mistakes/defects), FTA (Factor Tree Analysis), swapping. Preparing plan of prevention. PFMEA and DFMEA connection. 7 basic quality tools Duration 2-3 days Problem solving: Practical aspects of problem solving within manufacturing and engineering areas Duration 2-4 days Efficiency of problem solving depends on the way how we are taking our conclusions. Problems which we solve are different and different need to be a method of observations, asking questions or testing. The way how engineers (not only) approach problem solving need to depend on particular situation in which we are. The key attribute needed for problem solving is ability to ask right questions and to let the work be lead by them. Psychology of problem solving. How type of problem determines strategy of solving it? Thought Map as a tool stimulating asking questions and documenting our process from problem statement to the final solution. Introduction to variation - basic definitions and statistics, the distinction between common and special cause variation. PDCA cycle and sequential approach in problem solving. Methods and Techniques used during problem solving processes: 5Why, Ishikawa Diagram, Pareto Chart, Priority Matrix etc. Introduction to Sampling - Sampling Trees, construction and data analysis. Measurement Evaluation as a must to effective and efficient problem solving. Methods of Experimentation on the way to find optimal and sustainable problem solution. Documentation and templates which support problem solving process and knowledge retention: 8D, DD/DW and A3 Reports. Every problem can be solved only if acquire proper knowledge about our processes and products. Kaoru Ishikawa claims that most of problems in organizations can be solved using 7 basic quality tools. They help to identify potential causes than focus on gathered data and allows engineers to present in graphic way some relations as well as to notice many elements, which in significant way brings closer finding source cause of problem. This training shows how 7 tools of quality can be used and what all tools are. But the most important fact is that quality of information we receive from it is function of how we gather data. Introduction of continuous improvement processes and products subject matter. Introduction to variation - basic definitions and statistics, the distinction between common and special cause variation. Cause result relation between enters and exits from process including appearing in process disruptions. Graphical analysis of data including limitations of every tool. Sampling of process how to plan data gathering. Control cards passive and active use in process of solving problems and verification of applied solutions. Role and application of classic quality tools in PDCA cycle, 8D and A3 methodology

13 Process Capability Analysis - practical aspects of using capability indexes Cp, Cpk, Pp, Ppk, Cm, Cmk Kaizen week Data collected by us describes the past. Analysis of this data tells us also about the past. A key question during the analysis of Process Capability is: How can we use data collected in the past to describe the future? How can we estimate risk associated with the fact that our predictions will not become true in the future? Due process capability indexes we can prove that the process is suitable for the manufacturing of components and will fulfill quality requirements. The goal of the training is to share knowledge of how to properly calculate Capability Ratios and than interpret this calculation taking into account all limitations of conclusions. Introduction to variation - basic definitions and statistics, the distinction between common and special cause variation. Process & product mapping and Rate of Change Table as a base for rational data collecting. Introduction to Sampling two levels Sampling Trees, data analysis Practical way (Box Plot), Graphical way (Control Charts). Capability Study: Indexes Cp, Cpk, Cm, Cmk, Pp, Ppk: calculation, interpretation, and limitation of conclusions, e.g. how the way of data collection can influence values of capability ratios. RESULTS Ability to properly map the attacked process in order to build appropriate sampling plans. Ability to plan to collect data in such a way as to answer the question: where the variation come from? Ability to analyze the collected data in a practical way, graphical and quantitative. Ability to use control charts both in a passive manner (process monitoring) and active (problem solving in the process). Ability to investigate, evaluate and where is necessary improve the Measurement System. Reduction of variability in the selected area of production, thanks to the newly acquired knowledge. TRAINING PLAN PRE-Kaizen preparation (OpEx Group consultant): Analysis of current state and preparation of the detailed plan of the workshop Defining success measures KAIZEN WEEK Part I: (Monday + Tuesday morning, the entire team taking part in the workshop): Kaizen week The traditional view of quality and productivity, especially in mass production environment, usually is based on the plan realization and comparison of the results to the specification, which divide manufactured products into good and bad componets. In opposition to this approach is the concept of Taguchi Loss Function and the approach to improving the outcomes of the process by working on reducing variation. The costs of variation are usually underestimated and sometimes are even unnoticed. Preoccupied with completing work on the assumed schedule, delivery of the planned number of units, quality control and correction of bad products - quickly we forget that it is the variability generates our costs! Workshops offered by us are a combination of intensive development of competence, practical approach to improving processes and efficient work on them. As results you got immediate reduction of variation at the source, which in turn gives a visible reduction in costs while improving product quality. Critical Thinking, Thought Map Introduction to the variation and basic statistics Process Mapping and Sources of Variation Table Introduction to Sampling: Sampling Trees, Box Plots, Xbar and R Charts Measurement System Evaluation for the continuous metrics and for visual/attribute inspection Components of Variation study - aggressive use of control charts KAIZEN WEEK Part II (Wednesday - Friday, the entire team taking part in the workshop): Work on the variability of the selected area with the use of concepts and tools presented in the first part of the week THE AIM OF THE TRAINING: Understand the concept and significance of variation as the main source of losses. Reduction of variation in selected critical processes through the variation understanding and selection of appropriate action. Developing a culture of Continuous Improvement. Achieving the required capacity of the processes selected for the workshop. Knowledge of the tools that help reduce variation and their practical use when working on their own processes

14 Using statistical methods in off-production areas Duration 2-3 days Practical aspects of problem solving in transactional processes Duration 2-4 days Statistical techniques such as SPC, MSE or DOE can be successfully used not only in industrial practice. The non-production processes resides enormous potential. Use of simple techniques to efficiently collect and analyze data, can significantly improve the financial results of the company. Training shows ways of working with data, teaches techniques, which allow to use them and show how to make decisions based on facts. Wide range of concepts and methods permits to increase quality and effectiveness of transactional and administrative process. Transactional processe s Introduction to variation - basic definitions and statistics, the distinction between common and special cause variation, cause-result relation between enters and exits of process including appearing disruptions. Effective data collection, operational definitions. Process Map i Rate of Change Table - documentation and increasing knowledge of process, SIPOC model. Introduction to Process Analysis: ImR cards as most effective way of identification problems and attributing it to concrete actions. Testing measuring system continous and discreet data. ImR Cards for so-called Chunk Ratios and Rare Events, problems with processes and effects of seasonality. Graphic presentation of gathered data - bar charts and Pareto charts vs. Control Chart and ImR. PDCA cycle most effective way to build data -> informations -> knowledge system. In production areas the problem is much easier to identify because the difference between existing state and desirable state is expressed in physical defect. Manufactured parts are cracked, scratched or are just impossible to assembly. In case of business processes or in general in service, problems appears as often and also appears in defects. Delays in payments, mistakes in forms, overtimes dedicated to clearance and closing the month etc. are also defects generating losses. Defects reduction is base and need of functioning today s service companies, from transactional centers through call centre departments to shopping and logistic departments. Psychology of solving problems. How type of problem determines approach to its solving? Thought Map as tool to managing and documenting solving problems process. Introduction to variation - basic definitions and statistics, the distinction between common and special cause variation. PDCA cycle and sequent approaching to problems solving. Gathering good data, operational definition. Process Mapping and Rate of Change Table - increasing knowledge about the process, SIPOC model. Introducing to Process Analysis: ImR cards as most effective way of identifying problems and assigning concrete actions. ImR Cards for so-called Chunk Ratios and Rare Events, problems with processes and effects of seasonality. Graphic presentation of gathered data - Bar charts and Pareto charts vs. Control Chart and ImR. Optimization of processes processes resistance for disruptions intruding to planned experiment (DoE). Business processes reengineering Duration 1 day Reengineering is fundamental considering and radical remodeling of business processes in order to achieve significant increase in critical aspects of companies actions: efficiency, costs, quality and fast delivering services or products. Result of BPR is that companies are reaching to bases and reviewing again fundaments of their functioning. BPR is not set on minor improvements, it s goal is complete change. BPR is concentrating on remodeling strategic and value adding processes, which are crossing organizational limits. Training offered by us is authorial synthesis of BPR methodology. Training participants get to know 5 basic stages: Prepare for BPR, Map & Analyse As-is process, design to-be process and continuously improve. They will also get to know how to implement BPR in own systems. System and process fundaments of functioning effective organization. Understanding relation cause-result as element of process engineering. BPR - Elements necessary during implementing. BPR stages

15 Join the ranks of our satisfied customers! OpEx Group is recommendable company, when you are seriously thinking about improving your processes. We intend to continue cooperation, because only operating facts gathered in way presented in training can help solve serious problems. Marcin Tomkiewicz, Prezes Zarządu Zelmer PRO Training was effective, practical and dynamic. Big advantage was trainers professionalism (practice and expert knowledge). Extremely valuable was understanding fundaments of continuous improvement philosophy and practical for and against particular methods. Aleksandra Bartke, Kierownik Jakości, Rockwell Automation SPC training has revolutionized my approach to the control charts. The program includes both the practical aspects of using SPC to monitor the process, and to solve problems in a way which I had no idea that existed. Kinga Pilska-Mortecka, Inżynier Jakości, Corning Cable Systems Polska Training was great! I gained a lot of useful knowledge. Big advantage is manner of conducting trainings. High level of trainers, openness, clear and lucid explaining, many useful examples. Interesting, absolutely non-monotonous Piotr Krupa, Specjalista ds. przygotowania produkcji, Johnson Controls Practical knowledge passed on in accessible way. Great atmosphere. Assurance of support on every stage of training. Sławomir Prokop, Dyrektor ds. Technicznych, Radiotechnika Marketing Our requests to the practical pressure on brought up issues were realized. Big engagement, demonstrated creativity and high interpersonal skills gave the training character of dialog. The result is willingness of further deepening knowledge in this field. We intend to use OpEx Group offer again. Anna Neuman, Asystent ds. Rozwoju, Gerresheimer I wouldn t change a thing in this training. It was really excellently lead many practical and visual examples, which allowed to understand unknown till now issues. Anna Caba, Inżynier Ds. Jakości Klientów, TRW Training completely changed my approach to SPC and significantly extended range of for far frugal knowledge about it. I know that every problem in the process can be tackled and, thanks to possibilities which SPC gives, can be conquered. Trainer has large theoretical and practical knowledge, and that s most important, knows how to pass it on. Great contact with group. Janusz Dawidowski, Starszy Specjalista ds. sprzedaży i raportowania, Farm Frites Poland Workshops were concentrated on building competences, not only on theoretical knowledge. I can look at data analyses in more critical way. Thank you! Piotr Porębski, Menadżer Operacyjny, Kraft Foods Polska Practical, new knowledge giving real benefits in work! Tomasz Koblański, Inżynier Jakości, VOSS Big dose of knowledge from areas of industrial issues, dressed in very useful theoretic information and supported with examples allowing to its better understanding.. Tomasz Tarcholik, Inżynier Procesu, Delphi Very effective and innovative approach to training with the use of interesting teaching and training solutions. With full responsibility I would recommend this company to conduct training for both managers and engineers. Piotr Dołęga, Członek Zarządu, Zelmer PRO Minimum of theory, maximum of practice and examples. Big trainers knowledge and interesting way of presenting issues. Maciej Wolak, Menadżer Produkcji, LG Display Professional training lead by experienced trainers. Good atmosphere. Many useful examples, great connecting theory with practice. Inga Rutkowska, Menadżer Projektu, PHOENIX CONTACT Very interesting training with huge potential of applying in every area of company. Tomasz Makieła, Menadżer Projektu, THULE Experiment Planning is ground of work of every engineer. Training shows great manner of systematizing knowledge coming from experience and shows how to work on process further. Marta Wesołowska, Inżynier Procesu, Sonion Polska Show me data from this day I will always ask this question before making decision about implementing changes into the process. Trainer leading the training possesses amazing knowledge and passion can, in brilliant way, pass it on to participants of training. Sławomir Kortas, Inżynier Procesu, Govecs Poland 28 29

16 Your partner on the road to Operational Excellence PRODUCT & PROCESS DEVELOPMENT TRANSACTIONAL PROCESSES LEADERSHIP & MANAGEMENT PURCHASING PRODUCTION Opera onal Excellence SIX SIGMA PROGRAM Academy and Consulting Internet Bookstore 30 OpEx Group ul. Sycowska 44; Wrocław Phone: ,