Lean Six Sigma Managers Green Belt

Course

In Leeds and London

Price on request

Description

  • Duration

    5 Days

Apply the principles of the Lean Six Sigma DMAIC performance improvement model. Establish the 'Voice of the Customer' in defining the required performance standard. Use a number of measurement approaches and tools to establish current performance. Use a number of basic analysis tools and techniques to establish the root cause of a problem. Understand key lean concepts and tools, when and how to apply them to drive improvements. Recognise the difference in approach and techniques for incremental and redesign improvement strategies and know how to decide on the correct approach. Suitable for: Managers, internal consultants, change agents, project managers, team leaders and team members who will be involved in leading Lean Six Sigma projects.

Facilities

Location

Start date

Leeds (London)
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Start date

On request
London
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Start date

On request

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Course programme

Introduction

At the heart of Lean Six Sigma improvement and redesign activities are project teams. These teams will consist of people who want to use their knowledge and skills to improve the performance of processes and the business. Lean Six Sigma Green Belt training is focused on team members understanding and applying the Define Measure Analyse Improve and Control model which is the foundation of all Lean Six Sigma projects. The focus of Six Sigma is fundamentally about quality, customer focus and cost, where as Lean is about value, cost and speed. This course blends a number of Lean concepts and tools into the Six Sigma DMAIC model, it has a stronger focus on process rather data analysis. The team leaders and team members are the brains and muscle behind the Lean Six Sigma programme it is critical that they are equipped with the appropriate skills and tools to enable them to deliver current and future improvements.

Objectives

At the end of the five day programme delegates will understand and be able to:

  • Apply the principles of the Lean Six Sigma DMAIC performance improvement model.
  • Establish the “Voice of the Customer” in defining the required performance standard.
  • Use a number of measurement approaches and tools to establish current performance.
  • Use a number of basic analysis tools and techniques to establish the root cause of a problem.
  • Understand key lean concepts and tools, when and how to apply them to drive improvements
  • Recognise the difference in approach and techniques for incremental and redesign improvement strategies and know how to decide on the correct approach.
  • Establish ongoing process controls and process governance structures.

Variation Measure Analyse Improve Control
Normal Distribution Measurement Basics process & plan Data Analysis Process Vision Simple/appropriate documentation Z Function Selecting Measures Pareto charts Frequency charts Run charts Variation Brain storming Statistical Process Control

Define

Data definition and sources Lean principles Variation Attribute Charts I, X Bar and R Charts Project Charter Sampling Evaluating solutions Stakeholder Measuring yields Selecting solutions Analysis Measurement system quality Process Mapping and Analysis Developing solution options Response Charts Communication Plan Implementing the measurement plan Value Analysis and MUDA Business scenarios Process Management Identify and segment Key Customers Baseline Performance Cause and Effect Analysis Pilot testing Project Close and Handover Critical to Quality (CTQ) Requirements Process Capability Verifying causes FMEA risk analysis Verifying CTQs Scatter diagrams Process experiments Mistake proofing Hi-level Process map Implementation planning Project Governance Force field analysis

Who should attend?

Managers, internal consultants, change agents, project managers, team leaders and team members who will be involved in leading Lean Six Sigma projects. Ideally delegates will have an awareness of Lean and Six Sigma; this is not a mandatory requirement as critical elements are covered at the beginning of the course. Ideally delegates should have a project identified to undertake following completion of the training course.

Associated courses

Lean Six Sigma Green Belt Conversion LSS106 to become a certified Green Belt
Lean Six Sigma Black Belt Conversion LSS107 to become a certified Black Belt

Lean Six Sigma Managers Green Belt

Price on request