Lean Six Sigma Black Belt Training

Transcription

1 Description: The Lean Six Sigma Black Belt training and certification program will equip participants with the technical competencies, team leadership skills and change management skills to lead Lean Six Sigma projects using the Lean Principles and DMAIC (Define Measure Analyze Improve Control) methodology. The 10-day program will cover the most contemporary process improvement practices adopted by leading organizations and proponents of Lean Sigma Transformation in manufacturing, service, healthcare, financial, public sector as well as many other industries. Business success in any organisation requires vision, products and services that add value, processes that are efficient, people who are competent and a culture that supports the behaviours of improvement and development. This course will address all these aspects with a significant focus on the cultural change and the role of the Lean Sigma Black Belt in the facilitation, change management and application of the tools to change a culture. The role of the Lean Six Sigma Black Belt is a business improvement professional that is able to support the Lean and Six Sigma implementation journey in organizations, including assisting systems and tools implementation. They possess the ability to mentor multiple teams, monitor performance of all activities and engage leadership support to deliver genuine business improvements. This programme will run over 5 months and will focus heavily on the application of the tools rather than their academic understanding. The course covers the phases of a typical Lean Transformation utilising Lean Principles and Six Sigma: Define, Measure, Analyze, Improve and Control. The methodology follows a structured sequence of problem solving techniques and cultural change management to arrive at a solution. Statistics aid in the decision-making process and help to validate the success of changes. Cultural facilitation embeds that change. Audience: This Course is recommended for all those in an organisation who will lead medium or large improvements and who will act as coaches or mentors to others involved in the improvement programme. It is suitable for managers, internal consultants, change agents, project managers, team leaders, business improvement leaders or facilitators. It is a pre-requisite that participants possess a Lean Six Sigma Green Belt or equivalent and have identified a significant improvement project that they will implement over the duration of the course. Duration: Ten (10) days spread over 5 months x 2-day events

2 The Trainer: Georges Van Cauwenbergh Georges is an seasoned manager with extensive experience in Project Management, Process Improvement and Continuous Improvement. His management experience spans a range of disciples including Help Desk Operations Management, People Management, IT Management and Project Management and Lean Six Sigma. He also has wide-ranging experience developing and implementing a variety of corporate programs. He has specialised in Lean Six Sigma acting as a Mentor, Coach and Trainer, for all levels (Black Belts, Green Belts and Yellow Belts) His most recent client is Microsoft where he was engaged over a three year period ( ). As a Master Black Belt in Lean Six Sigma he provided: Mentoring for Black Belts, Green Belts and Yellow Belts Training and Coaching for Managers in Lean Six Sigma. Management of TM projects for timely execution and resulting benefits with a 'Project Dashboard'. Mentoring for Project Managers during their projects. His previous clients include: Hertz Europe Service Centre Ltd where he had the role of Improvement Program Manager. As a Master Black Belt LSS, he was responsible for ongoing improvements for all departments located at the Centre in Dublin, Ireland using Lean Six Sigma. He reported to the Vice President and his role required close cooperation with other European Centres. IBM where he was Senior LSS Coach for two years. He worked on Lean Six Sigma Global Projects with responsibility for mentoring the Global Process Innovation Team, Black Belts, Green Belts and Yellow Belts. As part of the programme he created the IBM Green Sigma methodology, delivery model and tool set. The programme was nominated for the "2009 IBM Corporate Environmental Innovation Award. His qualifications include: Diploma in 'Quality Management' June 2015 Certified in RCA+ certification course (Root Conflict Analysis by Valeri Souchkov - TRIZ Master) Certified as Lean Six Sigma Master Black Belt - Dec Certified SPSS Certified "Advanced predictive Modelling NUI (National University of Ireland) Certification in Training and Continuing Education (1st Class Honors) University of Maynooth. Georges is also an IASSC Accredited Training Associate. This designation validates that the designated party has demonstrated extensive knowledge and experience in the instruction of Lean Six Sigma consistent with the subject matter contained in the IASSC Bodies of Knowledge. His languages include: English, Dutch, French and some German. Georges is the author of Failure Mode Effect Analysis (FMEA): One of the most important tools in our Business Improvement Toolbox.

3 Additional Requirements 1. All participants must have completed a Green Belt Lean Six Sigma course before we can accept them on our Black Belt Course. Ideally the candidate has complete at least one project. If the candidate has not got a GB certificate or has not done a LSS course of that level, we cannot accept him/her into a public Black Belt course. They must complete our Green Belt course first. Candidates who have previously completed our Green belt course without doing a project put who passed the exam with 80% or more (and received a certificate of completion) can start our Black Belt course. Candidates who have previously completed the Trigraph Data Analytics advanced course, can also start our Black Belt course. 2. It is a great advantage for candidates to bring their laptop to the public course. They must have 'administrator' rights, in other words, they must be able to install software that will be provided FREE during the course. (Minitab 17, Quality Companion and Process modelling tool) and if a candidate is unable to bring his/her laptop we can buddy them up with another candidate who has the use of a laptop. I envisage that there will be no problem for the participants of in-house courses to bring laptops since they are at place of work. All participants are of course welcome to bring their private laptop instead. I must make it clear however that even though the availability of a laptop will greatly improve the learning experience and practical efforts, it is not a must in order to complete the course. 3. All participants must complete and pass (> 80%) a written 'Open Book' exam in order to receive a 'certificate of completion'. This means that they can bring all their written notes and training material, but no electronic equipment can be switched on during the exam. See the exam prerequisites. 4. In order to certify as Black Belt, the candidates must complete a BB project and present this project at the end of the course in a PowerPoint presentation called 'Project storyboard of... (Name of the project).' If a candidate is unable to present the project on the last day of the course, we can schedule another day for the presentation and certification. I also advice that every candidate must be clear about the body of knowledge required by the IASSC. Since Trigraph is certified by the IASSC, we must follow this body of knowledge in order to avoid various flavours of certification. In line with this, if a candidate decides not to sit the Trigraph exam, they can opt out and sit the IASSC exam

4 Course Investment Course investment per participant is payable prior to commencement of course. This cost covers all course materials and certification. Program Outline Lean Six Sigma Principles and Overview Enterprise-wide overview history, foundations, integration of Lean and Six Sigma, business processes and systems and LSS applications Lean Transformation Roadmap Lean Assessment Leadership, Responsibilities, roadblocks, change management, projects, Six Sigma roles and responsibilities Organizational Process Management and Measures, Impact on stakeholders, Critical to x (CTx) requirements, Benchmarking, Business performance measures, Financial measures Project Selection NPV (Net Present Value) Analysis Value Stream Mapping Management of change Lean Six Sigma Teams Hoshin Kanri strategy deployment Define Phase Voice of the customer Project charter Problem statement Project scope Goals and objectives Project performance measures Project tracking Project Stakeholder Analysis Measurable Customer Requirements Requirements Statements Process Mapping SIPOC

5 Measure Phase Process characteristics Input and output variables Process flow metrics Process analysis tools Data collection Types of data Measurement scales Sampling methods Collecting data Measurement systems Measurement methods Measurement systems analysis Basic statistics Probability Basic terms Central limit theorem Descriptive statistics Graphical methods Valid statistical conclusions Basic concepts and Distributions Process capability Process capability indices Process performance indices Short-term and long-term capability Process capability for non-normal data Process capability for attributes data Process capability studies and Process performance vs. specification

6 Analyse Phase Data Analysis Overview Pareto Analysis Gap analysis Root cause analysis Waste analysis Run Charts Histogram/Frequency Plot Cause and Effect Analysis Scatter Plot or Correlation Diagram Multi-Variant Analysis Correlation coefficient Regression Multivariate tools Multi-vari studies Attributes data analysis Inferential Statistics Primer Hypothesis testing Terminology Statistical vs. practical Significance Sample size Design of Experiments Overview Failure mode and effects analysis (FMEA) Improve Phase Generating Creative Solutions- Brainstorming Analysing and Selecting Solutions- Decision Matrix 5S Autonomous Maintenance / TPM Quick Changeover / SMED Line Balancing/Operator Balance Charts Continuous Flow Layouts Kanban/Pull Systems Kaizen Events Pilot Testing Full-Scale Implementation Creativity and Innovation Eliminate, Combine, Redesign, Simplify (ECRS) Design of experiments (DOE) Waste elimination Cycle-time reduction Kaizen and Kaizen Blitz Theory of constraints (TOC) TRIZ Risk analysis and mitigation

7 Control Phase Control Plan Elements Statistical Process Control Statistical process control Objectives, Selection of variables Rational sub-grouping Control chart selection Control chart analysis Other control tools Total productive maintenance Visual factory Maintain controls Measurement system re-analysis Control plan Sustain improvements Lessons learned Training plan deployment Documentation Design for Six Sigma (DFSS) Frameworks and Methodologies Common DFSS methodologies Customer Expectations House of Quality Critical to Quality Deployment Critical Parameter Management Design for X (DFX) Robust design and process (Special design tools) 12 Lower Hatch St Dublin 2, Ireland Tel: Fax: info@trigraph.ie Web: