Six Sigma -    Green Belt   

Introduction

 

Six Sigma is a business management strategy, originally developed by Motorola that today enjoys wide-spread application in many sectors of the economy – manufacturing, finance, retail, hospitality, public and health.

 

Six Sigma is probably the most popular and widely used approach to operations business improvement today. Although the approach was originally developed by Motorola and applied by many of the world’s major companies, it was the success reported by Jack Welch at GE that brought it to the attention of a wider audience. In the early days the concept was applied to manufacturing but GE successfully deployed the approach in their financial services companies and today many companies in the financial services sector are demonstrating major improvements in efficiency and customer service as a direct result of applying Six Sigma.

 

A Six Sigma project seeks to identify and remove the causes of defects and errors in business processes. To achieve this the approach follows an internationally accepted standard methodology using a set of tools, including statistical methods, while creating an infrastructure within the organization to exploit opportunities while involving all employees in the improvement process.

 

 

Aims

 

Companies pursuing a Six Sigma strategy usually insist that managers, supervisors and team leaders engage in continuous improvement activity and, to give them the insights and skills to achieve this, they generally train to become Green Belts.  In addition, while Black Belts take responsibility for leading a Six Sigma project, they are usually supported by a number of full-time Green Belts, the actual number will depend on the size of the organisation and its aspirations. The aims of this course, therefore, are to prepare supervisors and managers so they can be fully engaged in a 6 Sigma transformation programme and to prepare those who will become full-time members of business transformation function.

 

 

Objectives

 

By the end of the programme delegates will be able to:

 

  • ​Demonstrate an ability to communicate using Six Sigma concepts and terminology

  • Describe their organisation as a collection of processes, with inputs and transformation processes that create an output and deliver an outcome;

  • Relate Six Sigma concepts to the overall business vision and strategies;

  • Use the concept of a sigma level to evaluate the capability of a process or organisation.

  • Demonstrate an ability to apply the DMAIC model as a framework to organise process improvement activity;

  • Employ a wide range of continuous process improvement techniques within the DMAIC model.

  • Recognise the organisational factors that are necessary for a successful Six Sigma project

  • Employ your Six Sigma skills to lead a successful process improvement project to deliver meaningful results.

 

 

Methods

 

This course consists of lectures, presentations, case studies, exercises and a supervised project designed to develop the skills necessary to engage in a 6 Sigma project.

Please note: most of the case studies are from the Banking sector and are based on the trainer’s personal experience

 

 

Duration: 5 days (although the course can be customised to suit a clients’ needs)

 

 

Class size

 

To ensure maximum benefit for each delegate it is recommended that the class size for this programme does not exceed 16.

 

 

Who it's for

 

This course is designed for managers and supervisors who are expected to engage in their organisation’s 6 Sigma business transformation programme and/or for employees who are to work full-time in a business change department.

 

Course Programme – Six Sigma Green Belt

 

Day 1

 

09:00

Introductions and outline of course objectives

09:45

Exercise 1.  Purpose: to establish delegates’ current perspective on Quality Management. Delegates will be able to explore and share their understanding of the subject.

10:30

Break

10:45

History & Background. Purpose: at the end of the session delegates will be able to trace the history and background to the Quality Movement, including the Toyota Production System and Motorola’s Six Sigma programme

11:30

Exercise 2: Purpose: at the end of the session delegate will be able to identify the 7 classic wastes.

13:00

Lunch

14:00

Exercise 3. Purpose: at the end of the session delegate will be able to describe the key components of the Toyota Production system.

15:00

Break

15:15

The Case for Quality Management 1. Purpose: at the end of the session delegates will be able to discuss the evidence of successful application of Quality Management. Delegates will be able to explore research that suggests a causal link between the deployment of Quality strategies and business success.

16:30

Review of Day

17:00

End of day

 

 

Day 2

 

09:00

Process Mapping: Purpose: at the end of the session delegates will be able to describe a range of process mapping tools and explain the benefits of process mapping.

09:30

Exercise 4: Purpose: at the end of the session delegates will be able to demonstrate an ability to build and analyse a process sequence map and use to develop an improved process.

10:15

Exercise 5: Purpose: at the end of the session delegates will be able to demonstrate an ability to create and analyse a spider map and use it to improve organisational design.

11:00

Break

11:15

Exercise 6. Purpose: at the end of the session delegates will be able to demonstrate an ability to construct and analyse a flow-chart and use it to make process improvements.

12:30

Lunch

13:30

Exercise 7. Purpose: at the end of the session delegates will be able to demonstrate an ability to construct and analyse a value stream map and use it to make business improvements.

14:15

Case Study Part 1 Purpose: at the end of the session delegates will be able to demonstrate an ability to construct a project charter for the case study company.

15:15

Break

15:30

Case Study Part 2. Purpose: at the end of the session delegates will be able to describe the basis of the case study designed to illustrate the deployment of Six Sigma tools and techniques.

16:30

Review of day

17:15

End of day

 

Day 3

 

09:00

Case Study Part 3. Purpose: delegates will be able to demonstrate an ability to create an ‘as is’ value stream map for the case study company.

09:45

Case Study Part 4: Purpose: delegates will be able to demonstrate an ability to create a ‘to be’ value stream map for the case study company.

10:30

Break

10:45

Case Study Part 5. Purpose: at the end of the session delegates will be able to create an A3 Problem Solving Template for the case study company.

11:45

Variation. Purpose: at the end of the session delegates will be able to describe the problems caused by process variation

13:00

Lunch

14:00

Sampling. Purpose: at the end of the session delegates will be able to explain the rationale behind sampling, including sample size and frequency. During the session delegates will explore the relationship between sample size and sample standard deviation, and review the implications of the Central Limit theorem.

15:00

Break

15:15

Data Types. Purpose: at the end of the session delegates will outline the difference between variables and attributes, and be able to apply the binomial distribution.

16:30

Review of day

17:00

End of day

 

 

Day 4

 

09:00

Normal Distribution. Purpose: at the end of the session delegates will be able to explain the principles underlying the Normal distribution, and will be able to demonstrate an ability to calculate Standard Deviation

10:00

Case Study Part 6. Statistical Process Control for Variables – Xbar/R chart. Purpose: at the end of the session delegates will be able to use manual Xbar/R charts. During the session delegates will explore the principles of gathering data and analysing results.

11:00

Break

11:15

Case Study Part 7. Pareto Analysis. Purpose: at the end of the session delegates will be able to demonstrate an ability to construct and analyse a Pareto Chart.

12:00

Statistical Control. Purpose: at the end of the session delegates will have a working knowledge of the concept of statistical control and why it is critical to process improvement. During the session delegates will develop an ability to describe of the criteria for statistical control, the separation of common and special causes, and the interpretation of various distributions.

13:00

Lunch

14:00

Calculating Process Capability. Purpose: at the end of the session delegates will be able to calculate Process Sigma values from control chart data.

15:00

Break

15:15

Ongoing Process Control. Purpose: at the end of the session delegates will be able to produce control charts from historical data, to be used for ongoing process control.

16:30

Review of Day

17:00

End of Day

 

Day 5

 

09:00

Case Study Part 8 Cause & Effect Charts. Purpose: at the end of the session delegates will be able to demonstrate an ability to construct and analyse a Cause & Effect Chart

10:00

Case Study Part 9. Statistical Process Control c Chart. Purpose: at the end of the session delegates will be able to use manual c charts, and explain when a c chart should be applied. During the session delegates will explore the principles of gathering data and analysing results for c charts, the verification of statistical control, the calculation of process performance and the provision of ongoing process control.

11:00

Break

11:15

Case Study Part 10 Statistical Process Control u Chart.  Purpose: at the end of the session delegates will be able to use manual u charts, and explain when a u chart should be applied. During the session delegates will explore the principles of gathering data and analysing results for u charts, the verification of statistical control, the calculation of process performance and the provision of ongoing process control.

12:15

Case Study Part 11 Statistical Process Control Multiple Characteristics. Purpose: at the end of the session delegates will be able to use manual multiple characteristic attribute charts, and explain their advantages over basic attribute charts. During the session delegates will explore the principles of gathering data and analysing results for multiple characteristic charts, the verification of statistical control, the calculation of process performance, Pareto analysis of reasons for problems and the provision of ongoing process control.

13:00

Lunch

14:00

Cast Study Part 12 Statistical Process Control Weighted Multiple Characteristics. Purpose: at the end of the session delegates will be able to use manual weighted multiple characteristic attribute charts, and explain when they should be applied. During the session delegates will explore the principles of gathering data and analysing results for weighted multiple characteristic charts, the verification of statistical control, the calculation of process performance, Pareto analysis of reasons for problems and the provision of ongoing process control. This session will include advice on the correct selection of control chart type.

15:00

Break

15:15

Case Studies and Personal Action Plans. Purpose: at the end of the session delegates will have an insight into successful Six Sigma projects, and have considered possible applications within their own area.  During this session, delegates who have a sponsor and intend to undertake a certificated green belt project will have an opportunity to review their high-level project specification.

16:30

End of Course Review

17:00

End of Course

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