black belt - path to excellence
DESCRIPTION
Lean & Six Sigma are a driving force for continuous improvement & organizational change and Black Belts lead the way. e-Zsigma is Canada’s leader in Six Sigma and Lean Enterprise coaching and deployment. Our completely integrated program of in-class and e-learning training, tools, methodology and technology enables you to rapidly customize and implement a quality improvement system and strategy that delivers the results that your Hospital and clients demand. Our team of world class instructors and practitioners combined with our experience in Healthcare makes e-Zsigma your first choice for Six Sigma and Lean Enterprise strategies. e-Zsigma is a Canadian based Management Consultancy, specializing in Lean Six Sigma, Project Management, and Supply Chain.http://www.e-zsigma.com e-Zsigma is the Sponsor for the Canadian Society for Quality http://www.linkedin.com/groups/Canadian-Society-Quality-4233535 e-Zsigma is a partner of the International Standard for Lean Six Sigma (ISLSS) and Manager of the LinkedIn Lean Six Sigma Group http://www.linkedin.com/groups/Lean-Six-Sigma-37987 Follow e-Zsigma Company on LinkedIn http://www.linkedin.com/company/1017597 where you will find a list of our Lean Six Sigma Training and Certification Classes, both online and onsite.TRANSCRIPT
Welcome To…
The Lean Six Sigma Black Belt
Presented by e-Zsigma (Canada) Inc.
Canada’s Leader in Lean, Six Sigma and Innovative Practices
ABUNDANT CHALLENGES...Healthcare
� Wait times; rapid access to quality care
� Cost-effective, sustainable delivery platforms
� Increased demand and aging population
� Surge/capacity management & integration
� Integration of emerging technologies
Manufacturing
Telecommunications
� Meeting changing customer expectation
� Increased competition
� Asset and infrastructure management
� Speed to market: New technology & services
� Increased revenue & reduced cost
ServicesManufacturing
� Global competition
� Changes in exchange rates
� Margin erosion
� Changes in customer demand patterns
� Bringing new product to market
� Availability of skilled labour
Services
� Cost management
� Information management
� Security & privacy
� Sarbanes-Oxley and equivalents
� E-Service
� Outsourcing & Off-shoring
� Bringing new services to market
� A “Balanced Scorecard” – transparency and accountability
What are your challenges?
EVER-INCREASING CUSTOMER FOCUS
� Organizations provide goods and services for customers – they
define needs, quality and price
� Customer focus drives such questions as:
� Why are we in business?
� Where do we need to be in the future?
What is the source of our “Competitive Advantage”?
Lean Six Sigma; Deconstructing the Black Belt
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� What is the source of our “Competitive Advantage”?
� Customers bring alignment to cross-functional organizations:
� What drives purchasing behaviour?
� What is a defect; what constitutes value for the customer?
September 10, 2010
UNDERSTANDING CUSTOMER NEEDS
� The “Voice of the Customer” (VOC) is the qualitative or
quantitative expression of the things that drive customer
satisfaction
� In a commercial setting, VOC are all those things that drive
intent to purchase or repurchase (commitment)
� VOC is the true customer voice – in the words of the customer
Lean Six Sigma; Deconstructing the Black Belt
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� VOC is the true customer voice – in the words of the customer
� VOC needs to be constantly and accurately understood to
create Value
September 10, 2010
QUANTIFYING NEEDS
I hope I don’t have
to wait too long to
see the doctor!
Subjective: “Too Long”
Quantitative: “total
minutes lapsed until
meeting the doctor”
5 September 10, 2010
MEETING TARGETS BASED ON CT’S?... � Capability to meet/exceed customer
expectation?
� Reliability and stability of key
(process) inputs resulting in
predictable outcomes for
customers?
Lean Six Sigma; Deconstructing the Black Belt
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customers?
� Need to “shift” the average?� Increase production rate/capacity
� Reduce cycle time and cost
� Need to reduce variation?� More “robust” processes
� Less non-conforming results (eliminate defects)
6 September 10, 2010
TWO POWERFUL APPROACHES…Six Sigma & Process Variation
• Describe variation!
• Analyze it! Y = f(x)
• Reduce it!
• Control it!
Lean & Process Efficiency
• Define customer value!
• Identify waste!
• Eliminate waste!
• Increase flow of value!
Reduced
Example
• wait times
Lean Six Sigma; Deconstructing the Black Belt
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Before 6S After 6S
Predictable, Controlled, Capable
Before Lean
Efficient, High-Value, Low Cost
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
After Lean
Reduced
variation
Reduced
average
• wait times
• cost
• handling
• minutes, hours,
days…
Breakthrough Improvement!
7 September 10, 2010
MAXIMUM VALUE
� In the past quality programs focused on meeting the
customer needs at virtually any cost, despite poor
internal processes. Although companies managed to
produce higher quality, costs escalated.
� The result...hard to be competitive when costs are
Lean Six Sigma; Deconstructing the Black Belt
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� The result...hard to be competitive when costs are
too high!
� The Lean Six Sigma Approach: Yielding higher profits
and maximizing value to the consumer, with high
quality products and services at the lowest possible
cost.
September 10, 2010
LEAN & SIX SIGMA
LEAN
� Patient/Customer Focused
� A Paradigm Shift in the Way Value is Defined
� 5 Key Principles & Eight Associated Sources of Waste
� A Value-Stream Based Approach: The “Flow” of Value (velocity)
� Tools & Techniques to Improve Value Creation
� Turn everyone’s “waste radar” on
� Reduce or Eliminate the Inhibitors to Value Creation
� Extremely Participative Problem-Solving , Event Driven, & Culturally Transforming
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� Extremely Participative Problem-Solving , Event Driven, & Culturally Transforming
SIX SIGMA
� Focus on process “problems”: Errors, Quality, Robust Process Design
� Key to Success: Focus on Understanding Process Variation
� Emphasis on data and analysis: Profound Knowledge!
� Project-Centric: Well Defined Goals & Measurable Results
� Rich & Diverse “Tool Box” for Analysis and Problem-Solving
“At e-Zsigma, we teach people to do Six Sigma and we CHANGE people to do Lean”
September 10, 2010
WHAT IS LEAN?� It is an approach that shortens the lead-time from customer orders to
delivery of parts or service, using the least amount of resources (people, equipment, money, materials, time, facilities, etc.) by focusing on eliminating all forms of waste.
� Lean is Customer Focused and Customer Driven. Every person in the supply chain, both internal and external to the organization is the customer of their upstream supplier. This creates a Pull System from the ultimate customer all the way back through all of the linked processes in the supply chain of products and services.
Lean Six Sigma; Deconstructing the Black Belt
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chain of products and services.
� Lean is a way of thinking – not just the application of a series of techniques. It is a whole systems approach that creates an environment where everyone is encouraged to continuously improve processes, products and services leading to higher levels of value-added activities.
� Lean helps organizations reduce costs, inventory, defects and scrap, cycle times and non-value-added activities, resulting in a more competitive, profitable, agile and market-responsive organization.
September 10, 2010
LEAN PRINCIPLES?
1. Define value
from the customer’s
2. Identify & map
the Value Stream
3. Reduce waste
and improve
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from the customer’s
perspectiveand improve
flow
4. Move from
“push” to “pull”
from customer
5. Pursue
perfection
September 10, 2010
LEAN 101: DEFINING VALUE
Lean Thinking: Any process step, activity or task that transforms the deliverables of a
process such that the customer is aware of it AND is willing to pay for it is considered
value added. Value is always stated in the eyes of the customer.
© 1996 “Lean Thinking”, Womack & Jones
Healthcare? Any activity or task that moves the patient through the diagnosis,
treatment and prevention process, is performed correctly the first time, and the
customer and/or community is willing to pay/fund for that activity or task since it does
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customer and/or community is willing to pay/fund for that activity or task since it does
create value.
Public Service? Any process step, activity or task that transforms the deliverables of a
process such that the customer and the community is aware of it and is willing to fund
and/or pay for it is considered value added.
How do you or your organization define value? Because… If it is not value-added, then it
is waste (aka “Muda”)
September 10, 2010
NON-VALUE ADDED: WASTE
Waste is defined as anything that does not add value
for the customer.
“Lean Thinking” requires an organizational
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“Lean Thinking” requires an organizational
culture that is intolerant of all forms of
waste.
The goal of Lean is to banish waste.
13 September 10, 2010
LEAN 101: THE EIGHT SOURCES OF WASTE� Inventory & Storage: Brochures/booklets printed, stored and perhaps becoming obsolete
(scrapped)
� Waiting or Delays: Delay in getting security clearance for a new hire
� Over-producing:
� Transportation: The movement of people, equipment, materials etc between building, cities, regions, provinces, etc
� Motion: Poor office layout (departments) resulting in people having to move around to get their regular work done
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regular work done
� Errors/Mistakes: Missing or incorrect information on a form or application resulting in rework and delays or even lost opportunity
� Over-processing: Producing reports in advance of when the information is needed, or information that may not be needed at all
� Underutilized human capability: People working on non-value added (see above) and not leveraging their talent and capability
� 9th Waste? Reprioritization
September 10, 2010
LEAN 101: MAKING WASTE MORE VISIBLE
� Process Flow Maps
� Spaghetti Diagrams
� Value Stream Maps
� Cause and Effect Diagrams
� Five “Whys?”
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� Pareto Charts
� Workplace Organization
� 5S (Sort, Set, Shine, Standardize, Sustain)
� Visual Workplace
� Process Reports, Audits and Assessments
September 10, 201015
LEAN 101: VALUE STREAM MAPS
Current State Value Stream Future State VSM
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� Kaizen events linked to (future state) VSM plan
� Moving process towards the future state
� Focus on optimizing customer value
September 10, 2010
LEAN 101: THE KAIZEN EVENT
� Planning � Execution � Follow-up
September 10, 2010
LEAN 101: WHAT IS KAIZEN?
� Kaizen: “Change for the better”
� Kaizen event: A focused, localized, intense, short-
term (rapid) project to improve a process
� aka “Kaizen Blitz”
� “Kaizen Bursts” are opportunities
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� “Kaizen Bursts” are opportunities
identified on a Value Stream Map
� Small-scale improvements are easier and faster
� Risks are lower - typically have limited effect
� The accumulated effect of many Kaizens can often be
greater than a single large improvement
September 10, 2010
LEAN 101: THE 5S EVENT
1. Sort: Separate what is needed in the work area from what is not. Then…
get rid of what isn’t needed!
2. Set in order: Organize what remains – in the order that it is required for
the process or task
3. Shine: Clean and inspect the work area/workplace
Standardize: Standardize the cleaning, inspection,
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4. Standardize: Standardize the cleaning, inspection,
and safety practices – make it part of the job
5. Sustain: Establish an environment, including audits and visual cues, that
ensure the culture of 5S “sticks”
Note: Lean organizations have a standard that any “tool” must be able to be found within X
seconds (example: 60 seconds). A tool can be a piece of equipment, a document, a file, etc.
necessary for the work to proceed and value to be created.
September 10, 2010
EXAMPLE: THE 5S EVENT
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LEAN 101: VISUAL WORKPLACE
The Challenge: People not having access to the knowledge they need to do
their jobs effectively and efficiently. What tasks? What priority? What
target? The “correct” way? Which tools and where can I find them?
Waste: Searching, asking, waiting, retrieving, reworking!
Visual workplace: Providing vital information when and where it is needed.
� Easily understood & unambiguous work instructions on what to do,
when, and how.
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when, and how.
� Tools and methods to easily and reliably identify process errors ad
omissions as quickly as possible - at the source.
� Real-time performance feedback so employees know where they stand in
terms of meeting goals or targets.
� Encourage alignment of activities across and up and down the
organization so that they congruent with strategic goals and objectives.
� Promote and communicate cultural change in the organization,
specifically the lean evolution.
September 10, 2010
EXAMPLE: VISUAL WORKPLACE
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“Access to information and tools to do the job”
September 10, 2010
LEAN 101: ASSESSMENTS & AUDITS
� Creates accountability & encourages shared commitment for
performance
� Tracking trends and (lean) improvement activities
� “We measure our performance”: a part of our culture
� “You can’t manage what you don’t measure”� Measures help control the processes
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� Measures help control the processes
� Metrics aligned to corporate goals and strategy
� Ex. Customer survey data
� Using & reporting the “wrong” metric can be more damaging than having no metric at all!
September 10, 2010
LEAN 101: ELIMINATE WASTE BY…
• Reduction/elimination of batches
• Single piece flow
• Continuous flow
• Improved process control
• Reduced process variation
• Faster reaction to problems
• Five S – Visual Workplace
• Quick Changeover
• Standardized Work
• Andon System, Pitch
• Materials replenishment
• Kanban, FIFO
• Shorter lead times
• Reduced forecasts
• Takt time and demand leveling
• Just in Time
• Touch once principle
• “Pull” systems design
• Supermarket Pull System
• Total Productive Maintenance
• Cellular Design/Layout
• Work cells
• Error Proofing
• Kaizen improvement events
24 September 10, 2010
YOUR EXPECTATIONS FOR LEAN� Improved customer experience and satisfaction
� Faster response to client needs
� Increased job satisfaction & reduced stress for staff
� Improved, standardized & repeatable processes that are more predictable
� Reduction in Process Cycle Time
� Ability to focus resources on more value-added activities
� Improved asset utilization: people, equipment & technology
Lean Six Sigma; Deconstructing the Black Belt
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� Improved asset utilization: people, equipment & technology
� Improved flow through elimination of bottlenecks (delays) and constraints
(limiters)
� Dramatic improvement in scheduling predictability – better process
management
� Participative problem-solving
� Engaging the people who know and do the work… the team
� Recognition of the “human” side of lean and the need to manage change
25 September 10, 2010
WHAT IS SIX SIGMA?
Six Sigma is a improvement approach that:
� Focuses on issues that are critical to customers
� Systematically identifies, reduces and eliminates causes of variation, errors and defects that occur in key business processes
� By doing this, profitability is dramatically improved
Lean Six Sigma; Deconstructing the Black Belt
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� By doing this, profitability is dramatically improved
Six Sigma is several things:
� a measure of performance
� a strategy for business improvement
� a methodology for managing projects
� a philosophy of eliminating defects
September 10, 2010
SIX SIGMA: A FOCUS ON VARIATION� While Lean focuses on eliminating waste (NVA), Six Sigma tools
and methods focus on dramatic understanding andmanagement of process variation.
Eliminate errors & defects…
Minimize variation…
Eliminate errors & defects…
Minimize variation…
Lean Six Sigma; Deconstructing the Black Belt
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� A Paradigm Shift…
“We are going to shift the paradigm from fixing products to fixing and developing processes, so that they produce nothing
but perfection or close to it!”
Jack Welch, CEO, General ElectricGE’s launch of the Six Sigma Management System, 1995
September 10, 2010
SIX SIGMA 101: “Y IS A FUNCTION OF X”
� The heart of “Six Sigma” thinking
� The phrase “Y is a function of X" means that the value of Y (process
outcome) depends upon the value of x (process inputs), so Y can be
written in terms of X.
Lean Six Sigma; Deconstructing the Black Belt
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written in terms of X.
� This philosophy has evolved into a robust, powerful problem-solving and
process improvement methodology used by hundreds of thousands of
organizations world-wide� Automotive, aerospace and manufacturing
� Banking, insurance and financial services
� Hospitality and service industries
� Government and public sector
� Healthcare
What sectors, if any, have not
leveraged in some shape or form, Six
Sigma thinking and methods?
September 10, 2010
SIX SIGMA 101: CAUSE & EFFECT
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SIX SIGMA 101: THE IMPORTANT QUESTIONS
1. Do I fully understand the customer requirements?
(Target and Tolerance)
2. How much variation is in the process I use to meet
my customer’s needs?
3. How well does my process meet my customer’s
needs? How often? What is the impact on Cycle
1
2
3
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needs? How often? What is the impact on Cycle
time? Safety? Customer Satisfaction?
4. What are the root cause(s) of the process variation?
5. Can I reduce variation within the process to reduce
the defects? (If not, get a new process.)
6. Can I center the current process on target?
Y = F(X1..Xi)
3
4
5
6
September 10, 2010
SIX SIGMA 101: DMAIC APPROACH� Define… process improvement goals that are consistent with customer
demands and the enterprise strategy.
� Measure… key aspects of the current process and collect relevant data.
� Analyze… the data to verify cause-and-effect relationships. Determine
what the relationships are, and attempt to ensure that all factors have
been considered.
Lean Six Sigma; Deconstructing the Black Belt
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� Improve… or optimize the process based upon data analysis using
techniques like Design of Experiments.
� Control… to ensure that any deviations from target are corrected before
they result in defects. Set up pilot runs to establish process capability,
move on to production, set up control mechanisms and continuously
monitor the process.
Source: www.isixsigma.com
September 10, 201031
LEAN SIX SIGMA 101: ROBUST “TOOL BOX”
Define
Measure
•VOC (Voice Of the Customer)
•Project scoping and problem statement
•Team identification
•Cost of poor quality
•Change management
•Project contract
Define Phase – Key Tools
•“Critical To” Tree (CT Tree)
•High level process map
•Process Mapping (including SIPOC)
•Rolled Throughput Yield (RTY)
•Basic Statistics
•Central Limit Theorem (CLT)
•Cause and Effect (C&E) Matrix
•Control Charts Basics
•Measurement System Analysis
(MSA)
•Process Capability
•Cause and Effect (C&E) Diagram
Measure Phase – Key Tools
•Binomial Distribution Statistics
•Graphical Analysis and Techniques
•Data Collection Plan
•Failure Mode & Effects Analysis (FMEA)
Analyze Phase - Key Tools
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Analyze
Improve
Control
•Advanced Graphical Analysis
oMulti-Vari Studies
oMain Effects Plots
oInteraction Plots
oCorrelation
oRegression
•Statistical Analysis
oHypothesis Testing
�Means
�Variation
�Proportion
�Counts
•Confidence Intervals
•Power and Sample Size
�Chi Square
�Non-normal data
�Analysis of Variance
�Analysis of Means
•Modeling Designs of Experiments
•Response Surface Design of
Experiments
•Robust Design of Experiments
•Survey Design of Experiments
Improve Phase - Key Tools
•Screening Design of Experiments
•Multiple Regression
• Process Control Plans
• Gage Control Plans
• Preventative Maintenance Control Plans
Control Phase – Key Tools
• Mistake Proofing
• 5S
• Standard Operating Procedure
• Statistical Process Control
• Business Case Simulation Exercise
September 10, 2010
PROCESS MANAGEMENT
� All processes exist for the purpose of creating value for the organization and its customers
� How can something be of value if you don’t measure it?
� You Can`t...
Lean Six Sigma; Deconstructing the Black Belt
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� manage what you don’t measure
� control the outcomes of the things you value when you don’t manage them
� improve what you don’t measure
September 10, 2010
PROCESS METRICS
� Establish the difference between perception, intuition and reality
� Gather the facts for good decision making that will provide the basis for sound implementation
� Identify undetected problem areas/bottlenecks
� Understand process- which ones are important and which are not
Lean Six Sigma; Deconstructing the Black Belt
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� Understand process- which ones are important and which are not
� Evaluate customer satisfaction and the link to key processes
� Process and cost correlation
“Translate a practical problem into a statistical problem, find a statistical solution and then translate into a practical solution!”
September 10, 2010
LINKAGE TO CORPORATE OBJECTIVES
� High-level Strategic Planning: Review Service Levels, back office process
and Voice of the Customer (VOC)
� Business Priorities
� High customer impact
� Fastest or largest return
� Critical to business success
� Identify Key business issues – Where do opportunities exist?
Lean Six Sigma; Deconstructing the Black Belt
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� Identify Key business issues – Where do opportunities exist?
� Recognize operational processes affect profitability
� Define what the critical to business processes are and technology driven
opportunities
� Define the purpose and scope of everything that needs to get done:
� Establish financial targets, customer impact, key milestones timelines
� Create deployment plans for metrics, communications, team setting,
funding, training, facilitation, program management. Fill the gaps and
supply the tactical pieces only on areas you can’t supply yourselves.
September 10, 2010
DEFINING A BLACK BELT
� A Black Belt is a fully trained Lean Six Sigma expert who leads improvement teams, works projects, and mentors trainees
� Accept and validate project mandate
� Coordinate and improvement projects
� Applying the Lean Six Sigma “Breakaway” project methodology
� Train project team members
� Provide analytical summaries and interpretations to project team
� Assist Champions in identification of � Assist Champions in identification of projects and preparation of appropriate project mandates
� Ensure project completion
� Ensure projects are successfully transferred to process owners
� Coach and mentor Green Belts
� Providing feedback to senior management on project progress and results
Lean Six Sigma
Project
� September 10, 2010
BECOMING A LEAN SIX SIGMA BLACK BELT
Black Belt
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Black Belt
September 10, 2010
COURSE OUTLINE: GB/BB BLENDEDSession 1 Objectives: Define, Measure & Analyze
� Explain Lean & Six Sigma fundamentals (program and concepts)
� Establish & manage a project team
� Constructing a SIPOC and CTQ tree
� Complete a process flow map
� The eight sources of waste in lean organizations
Lean Six Sigma; Deconstructing the Black Belt
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� The eight sources of waste in lean organizations
� Construct a Cause & Effect diagram
� Use forced ranking tools prioritize information
� Prepare a Pareto analysis
� Design and execute a data collection plan
� Perform a measurement system analysis
� Apply basic statistics to describe process under review
� Prepare & interpret a histogram
� Complete process variability, capability and yield studies
September 10, 2010
COURSE OUTLINE
Session 2 Objectives: Analyze, Improve & Control
� Complete a Risk Analysis (FMEA, FTA)
� Value stream mapping and value-added analysis
� Process rationalization
� Mistake-proofing
� Rapid change-over (SMED)
� Kaizen, 5S, standardized work and cellular design
Lean Six Sigma; Deconstructing the Black Belt
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� Kaizen, 5S, standardized work and cellular design
� Visual workplace and visual controls
� Perform basic Hypothesis Tests (“t-Test”, “F-Test”, Chi-Square, etc)
� Correlation & regression analysis
� Perform basic Analysis of Variance (ANOVA)
� Conduct a Simple Designed Experiment
� Create and interpret basic Control Charts
� Create and execute a process control plan
� Successfully close a project
September 10, 2010
Note: Green Belt Program
is now completed! Black Belts
continue to Session 3.
COURSE OUTLINE
Session 3 Objectives: Analysis (advanced)
Having completed the equivalent of Green Belt training in the first two sessions, participants will further explore the analytical tools that are the earmark of Lean Six Sigma Black Belts. Students will have spent a significant portion of this week exploring the advanced statistical and analytical tools that will be leveraged for the breakthrough process improvements they are looking for in their
Lean Six Sigma; Deconstructing the Black Belt
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breakthrough process improvements they are looking for in their projects.
� Hypothesis testing (level II)
� Managing non-normal data and data transformation
� Probability models including Binomial & Poisson
� Non-parametric studies
� ANOVA & ANOM
September 10, 2010
COURSE OUTLINE
Session 4 Objectives: Improve & Control (Advanced)
� Design of Experiments (DOE)
� Conducting Historical DOE's
� Update process maps and associated metrics
� Design control plans and supporting control charts
� Prepare project recommendations & closing reports
Additional Topics Covered in Green Belt and Black Belt Programs
Lean Six Sigma; Deconstructing the Black Belt
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Additional Topics Covered in Green Belt and Black Belt Programs
� Roles & Responsibilities
� Project Team Selection
� Customer Focus
� Project Management
� Team Leadership
� Change Management
� Interviewing Techniques
� Customer Surveys
� Benchmarking
� Successful Project Closure
September 10, 2010
WHY ENROLL?� Expand your knowledge and skills in Lean Six Sigma
� Look at opportunities, problems, root cause and solutions from a strategic level.
� Leverage your desire to help create an organization dedicated to process improvement and the voice of the customer.
� Become a change agent within your organization
� Enhance your personal academic and business credentials and further
Lean Six Sigma; Deconstructing the Black Belt
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� Enhance your personal academic and business credentials and further elevate your career
� Comfortable and stimulating adult learning environment and facilities.
� High quality instruction by world class practitioners.
� Interactive learning environment, real life case studies, bonding with peers, establishing friendships.
September 10, 2010
COURSE DATES
16-Day Lean Six Sigma Black Belt
TORONTO SESSION:
Session 1: October 18 – 21, 2010
Session 2: November 15 - 18, 2010
Session 3: December 13 – 16, 2010
Lean Six Sigma; Deconstructing the Black Belt
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Session 3: December 13 – 16, 2010
Session 4: January 17 - 20, 2011
Register Online: www.e-zsigma.com/s_34.asp
Register in person: 416.593.8026 or [email protected]
September 10, 2010
WHY E-ZSIGMA (CANADA) INC.? � Canada’s Pioneer in Lean Six Sigma for Training and Development
� Industry Leader most widely accepted Canadian Certification
� Lean Six Sigma BB Program considered among the highest
� PDU's accredited by PMI
Lean Six Sigma; Deconstructing the Black Belt
Presented by e-Zsigma (Canada) Inc.
www-e-zsigma.com
� PDU's accredited by PMI
� Recognized and highly-respected e-Zsigma brand.
� Seasoned Lean Six Sigma instructors and professionals that have hands-on project experience across a wide range of industry sectors, spanning health care, government, manufacturing, information technologies, telecommunications, financial services, consumer goods and more.
September 10, 2010
SUMMARY
A Lean Six Sigma approach has proven itself over and
over again, yielding high-impact, high-value benefits for
organizations.
The methods and tools establish a discipline for process
improvements that drive measurable financial results.
Lean Six Sigma; Deconstructing the Black Belt
Presented by e-Zsigma (Canada) Inc.
www-e-zsigma.com
improvements that drive measurable financial results.
Most importantly, Lean Six Sigma helps create a
winning culture that is hungry for operational
excellence, and it creates leaders who are empowered
to align their business processes to the voice of the
customer.
September 10, 2010
E-ZSIGMA SERVICESPUBLIC SECTOR SPECIFIC TRAINING PROGRAMS
� E-Zsigma has designed an 5-day Blended Lean Six Sigma for Public Sector program tailored specifically for the Canadian Public Service industry. This program is the first of its kind in Canada.
CUSTOMIZED SOLUTIONS
� Our training programs can be customized to suit your needs and be delivered at your location.
Lean Six Sigma; Deconstructing the Black Belt
Presented by e-Zsigma (Canada) Inc.
www-e-zsigma.com 46
delivered at your location.
PROJECT MANAGEMENT & LEADERSHIP
� Allowing our senior Master Black Belts to help you lead rapid and highly successful lean six sigma improvement projects
E-LEARNING SOLUTIONS
� We understand the hectic schedule of the healthcare professional. Therefore we offer a comprehensive eLearning program designed to meet your needs on your schedule.
September 10, 2010
QUALITY CAMPUS
Lean Six Sigma; Deconstructing the Black Belt
Presented by e-Zsigma (Canada) Inc.
www-e-zsigma.com 47 September 10, 2010
YOUR EXPECTATIONS FOR LEAN SIX SIGMA� Improved patient experience and satisfaction
� Faster response to patient needs
� Increased job satisfaction & reduced stress for caregivers
� Improved, standardized & repeatable processes that are more predictable
� Between 20% and 60% reduction in Process Cycle Time
� Ability to focus resources on more value-added activities
� Greater than 50% Improvement in resource utilization
Lean Six Sigma; Deconstructing the Black Belt
Presented by e-Zsigma (Canada) Inc.
www-e-zsigma.com
� Improved asset utilization: people, equipment & technology
� Reduced unit costs through increased capability
� Improved flow through elimination of bottlenecks (delays) and constraints (limiters)
� Greater than 30% gain in process capability
� Dramatic improvement in scheduling predictability – better process management
� Participative problem-solving
� Engaging the people who know and do the work… the team
� Recognition of the “human” side of lean and the need to manage change
48 September 10, 2010
SO... WHAT’S KEEPING YOU UP AT NIGHT?
Lean Six Sigma; Deconstructing the Black Belt
Presented by e-Zsigma (Canada) Inc.
www-e-zsigma.com 49 September 10, 2010
Ask 5W questions & 2H questions to ensure you have
covered all the key information:
1. What is the problem?
2. Why is it a problem? Highlight the “pain”
3. Where do we observe the problem? (location, products)
THE 5W2H TOOL
5W3. Where do we observe the problem? (location, products)
4. Who is impacted? (customers, businesses, functions)
5. When did we first observe the problem?
1. How did we observe the problem? Symptoms
2. How often do we observe the problem? How many defects do we
observe? Magnitude and trend.
50
5W
2H
September 10, 2010
CLOSING REMARKS & DISCUSSION
Lean Six Sigma; Deconstructing the Black Belt
Presented by e-Zsigma (Canada) Inc.
www-e-zsigma.com
Thank you for joining us today for this webinar and
we look forward to working with you in the future!
September 10, 2010