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Lean
Six Sigma
Yellow Belt Program
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Program
Overview and Format
Program Outline
Instructors
Program Delivery
Program
Overview and Format
Elimination of waste and improved process capabilities are
common goals of both Lean and Six Sigma. The integration of
these systems provides a process improvement methodology that
addresses the responsiveness and capability of the entire
value delivery system. Through aggressive identification and
elimination of non-value added activities (waste), optimum
value flow is achieved. Cycle times are reduced and defects
removed. Travel distances, inventories, set-up times, equipment
downtime, scrap, rework, and other wastes of the "hidden
factory” are attacked. Lean focuses on delivered value
from a customer's prospective through the entire supply chain.
Six Sigma is a proven, statistically based problem solving
process that generates superior data driven solutions, productive
yields, and dramatic bottom-line results. The objectives of
our Lean Six Sigma training are to teach organizations to:
• Reduce time to market for new products
• Reduce delivery time
• Reduce waste and costs
• Reduce work-in-process inventory
• Reduce variability
• Increase profits and customer satisfaction
The training program will consist of the following modules
to be delivered over a 3-4 month period.
• Lean Six Sigma assessment
• Management overview/strategy and deployment training
• Twelve (12) days Green Belt training
• Kaizen event training and facilitation
• Twelve (12) days Black Belt training
Our Lean Six Sigma program is instructor-led and will involve
participants in extensive interactive training. Participants
will be exposed in depth to each topic through classroom assignments
and structured shop floor exercises within team environments.
Each team will perform a Kaizen event in an area as selected
by the executive management team.
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Program
Outline
Yellow Belt Training
(3 days)
The Yellow Belt program is available for organizations that
already have at least one or more Green Belts and one or more
Black Belts in order to provide mentoring for the Yellow Belts.
The following topics will be presented during the three day
training:
Lean Six Sigma 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. The Project Charter will be further explained,
including project scoping.
Problem 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.
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.
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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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