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Lean Six Sigma Green Belt
Program Outline
Lean
Six Sigma Flow Chart
Program Outline
• Program Participants
• Green Belt Training
Contact
Information
• Instructors
Program Delivery
Program
Outline
Program
Participants
There will be a maximum of 20 participants for each of the
Green Belt training sessions. A subset
of the participants who complete the Green Belt training will
continue on for the Black Belt training.
Green Belt Training
Each participant will be required to complete a project of
significant value to his/her organization. These projects
will require the completion of a Project Charter describing
the project and detailing the objectives, team members, costs,
and timeline. The Charter must be approved by both the organization’s
management, as well as RIT. The participants will present
progress reports during the training period. Coaching for
the projects is built into the contract.
Six Sigma/Lean Enterprise Approach to Improvement
This is an approach to process improvement that merges the
complementary concepts and tools from both Six Sigma and Lean
approaches. The resulting approach will have greater impact
than one that centers on only Six Sigma or Lean. Participants
will learn a short history of each approach and how they can
complement each other. They will be introduced to the Define,
Measure, Analyze, Improve, Control improvement process and
some of the tools associated with each stage.
Change
We will discuss the reason why change fails. We will talk
about the eight steps to producing sustained change within
a manufacturing environment. We will discuss the organizational
structures necessary to support Lean Six Sigma efforts. Lastly,
we will talk about different thoughts and ways to promote,
communicate and reward the challenge of driving change.
5-S and Visual Controls
Participants will learn what is involved in implementing a
sustainable 5-S program. They will be taught the steps in
5-S, what a 5-S audit should look like, and they will have
a classroom game exercise that will reinforce the center concept
of 5-S and why it is not simply a “clean-up” program.
Participants will see examples of visual controls that will
stimulate their thoughts on how they can apply these concepts
to real world situations.
Cost of Quality
Participants will learn about the costs associated with quality,
both internal and external. Exercises will reinforce the costs
associated with poor quality, including the costs associated
with the “hidden factory.”
Team Building/Leadership
Team dynamics plays an important role in the successful completion
of projects. This interactive session will include identifying
team members, guidelines for effective meetings, stages in
team development (forming, storming, norming, performing),
team member roles and individual styles, and characteristics
of successful teams.
VSM (Value Stream Mapping), Current State
Participants will experience a combination of classroom material,
classroom exercises and shop floor observations. Participants
will review the theory and value of VSM and why it serves
as a road map for an organization’s Lean Six Sigma journey.
Included in this topic will be discussion surrounding process
mapping, information flow, material flow, and distribution
methods.
Standard Work
Participants will learn why standard work is a building block
for continuous improvement, how to create it, and how to visually
present it to the associates on the manufacturing floor. They
will be exposed to the forms and the methods needed to collect
elements. There will be a classroom exercise that drives home
the predictable and repeatable process by eliminating method,
machine, and materials variation.
Project Charter
Participants will present the Project Charter for their project.
Solving Process/Tools
These tools find the root causes of problems. They are tools
for thinking about problems, obtaining data, identifying possible
solutions, and implementing solutions.
Cause-Effect Matrix
This is a simple Quality Function Deployment matrix used to
emphasize the importance of understanding customer requirements.
It relates the key inputs to the key outputs, which can be
derived from Input/Output Mapping. Key outputs are scored
by their importance to the customer and key inputs are scored
by their relationship to key outputs.
FMEA (Failure Mode and Effects Analysis)
Failure Mode and Effects Analysis is a time-proven “bottom-up”
technique for systematically finding failure causes. When
carried out on a process, each process step is investigated
to examine ways in which it could falter or fail and what
countermeasures can be used to prevent it. Participants will
learn the importance and the essential elements of FMEA.
Statistical Thinking
This method of thinking about processes is to note that all
work occurs in a series of connected processes; and that one
primary objective of process improvement is reduction of variation
in these processes. Participants will be introduced to statistical
thinking with examples, and will learn how to become “process
thinkers” to reduce variation in their areas.
Sampling Issues
Sampling is the process of evaluating a portion of a population
or process for the purpose of determining the characteristics
of the total population. Issues associated with when to sample
and how to sample will be discussed.
Basic Statistics
Participants will be introduced to the concepts of variability;
stability; measures of the shape, center, and spread of a
distribution; the normal distribution, and graphical techniques
for data analysis.
Components of Variance
Multi-vari charts provide a graphical way to examine different
sources of variation. These sources of variance are known
as components of variance. Participants will be shown how
numerical measures of these components can be valuable tools
in process analysis.
Measurement Systems Analysis
Participants will learn the qualities of a good measurement
system, such as good operational definitions, accuracy and
precision. They will also see the problems created by poor
measurement systems, and understand the value of conducting
measurement system analyses.
Correlation & Regression Analysis
When both input and output variables are continuous, these
methods can be used to see whether the input variables can
predict the output. Participants will learn what correlation
and regression is, what it is not, and its importance in process
improvement.
Capability Analysis
Participants will learn to measure if a process, when free
of special causes, is capable of meeting customer specifications.
They will also see how this analysis can be used to estimate
defect matrix, and understand the difficulty of conducting
such an analysis on a process for which special causes are
still present.
Control Plans
Participants will see how information collected on key process
variables can be included in a control plan. Examples will
be used to illustrate the technique.
SPC/Control Charts
Every process has variability that becomes evident whenever
a quality characteristic of the product is measured. Understanding
how much of the variability is inherent in the process (common
cause) and how much can be assigned to other causes (special
causes) are the first steps to reducing the variation and,
consequently, lowering waste. Participants will be introduced
to important statistical techniques to identify these sources
of variation.
Design of Experiments – Introduction
Control charts and multi-vari charts are excellent tools for
analyses of a current process. Design of Experiments is a
powerful technique to improve processes. Participants will
learn fundamental ideas about experimentation. Through exercises,
participants will design and analyze an experiment. Graphical
techniques will be emphasized.
A two level full factorial experiment is one in which each
factor is studied at exactly two levels and in which all combinations
of factor level are studied. The value of this approach over
standard one-factor-at-a-time methods can be enormous. The
full-factorial approach allows the variability of the process
to be taken into account, while at the same time reducing
its impact and allowing so-called interactions (features of
process complexity) to be measured.
t-tests
When two groups are being compared, a t-test is a technique
to see if the means of the two groups differ. This can be
used as one way to compare two populations, two processes,
or two settings of a process parameter. This method also provides
an entrée to two-level factorial designs.
Line and Cell Design
Participants will learn the fundamentals of cell and line
design. They will learn various methods to design work cells,
how to properly resource them, how to “right-size”
equipment, material presentation and how to facilitate operator
movement. Also in this segment we will begin to tie together
the application of other tools, such as standard work, visual
controls and pacing methods.
Kaizen Event Training
Participants will learn how to structure a Kaizen event, including
pre-event preparation, tools and forms to be used, and documentation
methods. From this, they will understand the necessity of
a structured approach to Kaizen and the importance of a Kaizen
that is driven as directed by the future state map.
Project Reports
Participants will present a progress report on their project.
This will be a Power Point presentation highlighting the tools
utilized and progress made for each of the steps in the DMAIC
process. It also is a time to receive feedback from the faculty
and ask questions.
Setup Reduction
Participants will learn to breakdown a set-up into four individual
tasks: internal, external, adjustment, and actual set-up.
They will be exposed to examples of techniques used to reduce
and/or eliminate unnecessary activities. Participants will
understand why quick changeovers are critical to key business
metrics such as capacity.
Total Productive Maintenance (TPM)
TPM, or total productive maintenance, is a set of methods
designed to ensure that all machines perform their tasks,
so that the flow of production is not interrupted. Participants
will learn the differences between preventive maintenance
programs and total productive maintenance programs. They will
also learn how to calculate, monitor and improve overall equipment
effectiveness.
Kanban
Participants will learn where and when to apply supermarket
concepts, the mathematical calculations for sizing, and a
variety of signaling methods used to signal production. They
will also learn to use in-process Kanbans as start/stop signals
to prevent overproduction. There will be a discussion on how
the role of traditional MRP/ERP systems changes in a pull
environment. Participants will go to the floor with these
tools and report what they observed in existing supermarkets
and the potential enhancements to them.
Final Report
Participants will make a final Power Point report on their
projects. This report should include a discussion of the tools
used and the actions taken for each step in the DMAIC process.
The report also should include analyses of any data and a
work plan indicating any future steps to complete the project.
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Instructors
For additional information contact:
Greg Evershed
Director of Business Development
KGCOE
585-475-5442
greg.evershed@rit.edu
Donald Baker
Director
CQAS
585-475-5070
ddbcqa@rit.edu
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