lean six sigma green belt training - starchapter · 1. embed culture of lean six sigma across...

Lean Six Sigma Green Belt Training

Copyright: QCDMS Consultants

Lean Six Sigma Green Belt

EMPLOYEE ENGAGEMENT

CHANGE MANAGEMENT

PROJECT MGMT. TOOLS

LEAN & SIX SIGMA TOOLS

PROJECT SPECIFIC TECHNICALITIES

QC

DM

S

LEAN PRINCIPLES

TECHNICAL SIDE OF THE PROJECT

PEOPLE SIDE OF THE PROJECT

LEADERSHIP

CURRENT STATE

TRANSITION STATE

FUTURE STATE

TECHNICAL SIDE OF THE PROJECT

PEOPLE SIDE OF THE PROJECT

GroupFacilitation

Skills


2

Lean Six Sigma Yellow Belt Details (Already Covered)

Day 1 Day 2

1st half 2nd half 1st half 2nd half

Introduction to Lean

Lean Basics Lean 8 Waste Lean Yellow Belt training

overview LEAN GAME (ROUND 1)

Lean Philosophy

Lean Thinking - PDCA, VA/NVA/ Waste, Muda, Mura Muri

Lean Philosophy- One piece flow, 1st time right, Kan Ban, QA vs. QC, Overall Equipment Effectiveness and 6 Big losses

Lean Methodology and Tools-Work cell , OEE and Total Preventive Maintenance

Lean Tools Classification of Lean Tools Process Understanding Tools -

SIPOC, Process Walk & Value Stream Mapping

Process Metrics - Understand type of metrics (Volume, Time, Process Complexity & Time)

Problem Solving Tools - A3 Problem Solving, 5 Why Analysis and Fishbone Diagram

Data Collection and Analysis Tools -Overview of 7 Quality Control Tools and Basics of Statistics (Average, Median, Mode & Percentile)

Process Standardization Tools - 5S, Visual Management, Standard Work

LEAN GAME (ROUND 2)

Organization Culture

SWOT Analysis Culture and Continuous Improvement Exercise –Recipes of a Great Culture

Lean Leadership Attributes

Leadership lessons from movies Employee engagement Overview of Change Management Developing People Servant Leadership Team Building Emotional Intelligence

Hoshin Kanri or Strategic Alignment

Overview of 9 Steps of Strategy Deployment aligning divisional or departmental purpose or vision to daily work

Purpose, Vision, Mission and Values Voice of Customer and Voice of Business at

high level Organization Hierarchy and Teams Key Services or Key Processes Resource Allocation and Volumes Voice of Customer, Voice of Process and KPIs

at Process level Dashboard (3-5 Year or Yearly Targets) Monitoring (Daily or Scheduled) Identifying sectional or divisional key processes

and problems to improve

Daily Management

• Huddle Meetings and Boards around Business and Process KPIs

Exercise – Setting your Huddle BoardLeader Standard Work

Daily Problem Solving

• Finding Gaps• Engaging Employees to make daily problem

solving

A3 Problem Solving methodology

Background and basics of problem solving Case Study Trainees bring their problems and apply the

lessons learned into their own scenarios A3 problem solving 11 step process- What is

the Problem - Background - Understand Current State - Data Collection - Temporary Solution - Root Cause Analysis -Solutions -Action Plan - Checking Effectiveness –Sustainment

Note- Utilize LEAN TOOLS as they fit into the problem solving methodology

Rapid Process Improvement Methodology

Case Study Trainees bring their process and

apply the lessons learned into their own scenarios

Pre Event - Team Charter - SIPOC -Voice of the Customer - Process Walks - Data Collection - Data Analysis - Process Mapping (Value Stream Mapping) - Setting up a Rapid Improvement Event (1/2 to 1 day) with the team -

Lean Event- Current state agreement - Finding 8 Waste or Inefficiencies -Root Cause Analysis - Finding Solutions- Action Plan- Target Setting on key process metrics

Post Event- Completing Action Items - Standardizing the Improved Process - Sustainment - Process Monitoring key process metrics- Huddle Board and Process Improvement embedded in to existing Huddle Communication (Meeting and Boards) Structure

Note- Utilize LEAN TOOLS as they fit into the Rapid Process Improvement methodologyLean Principles 5 Principles of Lean explained Embedding Lean in an organization• Wrap up and Closure


Goal -Through Lean Six Sigma trainees will be able to engage and motivate teams and staff to remove Lean 8 waste and solve complex process problems. This will further improve Organization bottom line, quality, reduce delivery times, and enhance internal, product safety and Customer satisfaction.

Trainees will be able to-

1. Embed culture of Lean Six Sigma across Organization

2. Understands basics of Lean and Six Sigma

3. Can lead Complex problem solving and process improvement projects with the help of D-M-A-I-C or Toyota A3 Problem Solving methodologies and Lean or Kaizen Event methodologies

4. Learn about Project Management, Change Management, Group Facilitation, Six Sigma Statistics, Complex Lean Tools like SMED, Time and Motion Studies, Capacity Studies and Layout Improvements

5. Will bring a complex problem or a process and apply all the principles, methodologies, philosophies and tools into their own setting

Note- Details of the training is on the next slide

Goal or Objective of the training

Lean Six Sigma Green Belt DetailsDay 3 Day 4 Day 5

Embedding culture of Lean Six Sigma in Organization GANTT Chart, Lean Planning Sheet, Project

Selection, Prioritization and detailed steps to create a “Structure” around Continuous Improvement

Overview of Project management, Change management and Group Facilitation skills

Roles and Responsibilities of different stakeholders

Lean Six Sigma Basics Re-cap of Lean, 14 Principles of Toyota

Production System, Toyota's 10 Management Principles, House of TPS, Theory of Constraints, Taguchi Loss of Function, Hidden Factory and a Lean game to re-cap 2 days of Lean Yellow Belt, Principles, Philosophies, Tools (Process, Problem, Data Collection & Process Standardization) and methodologies,

Learn about Six Sigma basics, DMAIC (DEFINE-MEASURE-ANALYZE-IMPROVE-CONTROL) phases and principle, Basic statistics, Histogram, Variance, Standard Deviation, Process Capability, Sigma levels, DPO, DPMO, Defects or Variation, Types of Variation (Common or Special), Accuracy and Precision,

Basics of Lean Six Sigma- DMAIC steps

Define stage Be able to clearly DEFINE a problem or process issue -Complete detailed Project Charter, Clear Problem Statement, GANTT Chart, Kano Model, Customer Survey, Critical to Quality, Critical to Delivery and Critical to Cost,

Measure stage • Can MEASURE complex data,

understand Type of Data and can create Data collection plans. Understands the principles of y=f(x), can complete detailed SIPOCs to find sources of variation in Supplier, Input, Process, Output and Customer. Can deep dive into the sources of variation, can complete Gemba Walks, and collect data or necessary information,

• Exercises to learn 7 QC Tools, Time and Motion Study and Capacity Study,

Analyze stage • Be able to ANALYZE Complex data, Large data base

analysis, Root Cause Analysis, 8 Waste Analysis and Variation Analysis. After finding probable root causes or sources of variation, be able to create Test Plans to further analyze and find root cause/s or Lean 8 waste themes,

• Exercises to analyze and summarize complex data, Root Cause Analysis and Lean 8 Waste themes,

Improve stage • Be able to IMPROVE - Engage teams to come out with

effective solutions, through SMART Action Plans, WBS (Work Breakdown Structure), FMEA (Failure Mode Effects and Analysis), 5S and Mistake Proofing,

• Exercise to learn complex Lean Tools to improve -SMED or Quick Change Over, Kan Ban, OEE (Overall Equipment Effectiveness), TPM (Total Productive Maintenance) and Layout Improvement,

Control StageBe able to create a CONTROL Plan to ensure problem does not come back - Learn to create Control Charts, Process Monitoring tools with the help of 7 QC Tools, Statistical Process Control, Control Plans, Standard Operating Procedures and Skills Development Plan,Report Out and Close OutLearn to compile complete DMAIC Problem Solving or Process Improvement methodology with the help of A3 Problem Solving and Lean Six Sigma Report out template,


Our trainees came from following organizations

MANUFACTURING SERVICE

HEALTHCAREPUBLIC SERVICE

4


Pictures from our training sessions

SHARING MY KNOWLEDGE WITH TRAINEES LEARNING THROUGH GAMES

TRAINEES SHARING THEIR EXPERIENCES GROUP DISCUSSIONS


About Charanjit (CJ) Singh Bawa• Passionate, Results-Driven Professional and Public Speaker• PMP, Black Belt, Mechanical Engineer (specializing in Automotive)• 24 Years of Lean six sigma , Change Management & project management

experience • Coached over 5500 employees on Lean White, Yellow, Green Belt trainings and

Embedding Lean in complete organization• Coached more than 150 Improvement project teams • Huge cost savings and cost avoidances , improve quality and enhanced morale• Coached 55 leadership teams to embed Lean • Industries served – Automotive (OEM- Daewoo & Honda), Auto Parts

Manufacturing, Service & Public service• PMP from PMI USA, Lean Six Sigma Black Belt from ASQ USA & ADKAR change

management certified from PROSCI, USA

Services we provide• Embedding Lean Strategy for complete organization• Lean White Belt Training (Process or Problems), Yellow Belt Training and Green Belt

Training • Coaching on Lean Events and Rapid Improvement Events• Other Trainings like Change Management , Hoshin Kanri and Lean Tools trainings as

desired by Customers

Our Business Model• Training & Awareness• Coaching through experiential Learning (Your Processes)• Simplified approach for easy learning• Transfer our knowledge to your team ( Speed)• Creating self reliant teams

About Us “We Challenge the Status Quo”

Self Reliance& Speed

Email – [email protected] – 416 571 8770


lean six sigma green belt training - starchapter · 1. embed culture of lean six sigma across...

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