Six Sigma - Yellow Belt
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.
Many companies require all employees to focus on continuous improvement and, in order that they are able to identify opportunities for improvement, they need to appreciate the potential of a Six Sigma programme; the aim of this course is to prepare staff so they are able to make a positive contribution to business/process improvement activities.
By the end of the programme delegates will be able to:
Outline the history and development of 6Sigma
List the stages of the DMAIC methodology and explain the purpose of each stage
Explain how to prepare and present a DMAIC report
Describe how to implement an improved process.
This is often the first communication employees receive about 6 Sigma so, as a result, there is a requirement to impart information meaning there will be a number of presentations during the programme. But application in the workplace is important therefore delegates will be given practical examples of the deployment of 6 Sigma.
Duration: 2 Days.
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:
All staff in an organisation that is commencing a 6 Sigma business transformation programme; senior managers in all sectors of the economy wanting an introduction to 6 Sigma, business improvement and quality management personnel wishing to improve their skills. For those who wish to attend Green Belt and Black Belt courses attendance on a Yellow Belt course is a prerequisite.
Introductions and outline of programme.
Purpose: at the end of the session delegates will be able to explain the history and development of 6 Sigma, and outline the concepts behind the 6 Sigma label. During the session delegates will be able to consider how 6 Sigma is used to describe a range of approaches to business improvement.
Purpose: at the end of the session delegates will be able to operate a process by following a set of existing instructions. Delegates will appreciate how a process can be broken down into steps, the importance of minimising hand-offs, and the role of checking.
Define the Problem.
Purpose: at the end of the session delegates will be able to use tools to develop a high-level project definition. Delegates will learn to use affinity diagrams and interrelationship matrices.
Measure the Existing Process.
Purpose: at the end of the session delegates will be able to effectively quantify the current performance of an existing process. Delegates will learn to use established quality control measurement tools, including check sheets, graphs, histograms and control charts.
Analyse the Existing Process 1.
Purpose: at the end of the session delegates will be able to effectively identify causes of problems in an existing process. Delegates will learn to use established quality control analysis tools, including Pareto charts, cause-and-effect diagrams and scatter diagrams.
Analyse the Existing Process 2.
Purpose: at the end of the session delegates will be able to effectively challenge an existing process to identify weaknesses. Delegates will learn to use horizontal/vertical process maps and flow charts, 5-why analysis, the 5W2H technique and failure mode effects analysis.
Improve the Process 1.
Purpose: at the end of the session delegates will be able to develop a list of possible process improvements and evaluate which are the most cost-effective. Delegates will learn to use ease-and-impact analysis.
Improve the Process 2.
Purpose: at the end of the session delegates will understand how to develop and test an improved process.
Prepare DMAIC Report 1.
Purpose: at the end of the session delegates will appreciate the use of a template to prepare a comprehensive Six Sigma project report.
Prepare DMAIC Report 2.
Purpose: at the end of the session delegates will be able to produce a comprehensive Six Sigma project report. During the session delegates will create key sections of a report, including an introduction, executive summary, learning opportunities, a section for each of Define, Measure, Analyse, Improve and Control, appendices and a glossary.
Presentation of DMAIC Report.
Purpose: at the end of the session delegates will be able to demonstrate an ability to present the results of their project to key stakeholders.
Implement Improved Process.
Purpose: at the end of the session delegates will be able to introduce an improved process and roll out changes to similar processes in their organisation. During the session delegates will explore the issue of resistance to change.
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