| |
Lean and Six Sigma have evolved in Toyota, Japan and Motorola, USA respectively. Lean has a reputation of making the organization to drive cost reduction through creating an organization wide war on waste. Lean makes the organization competitive in the long-term. On the other hand, Six Sigma proved itself as the most effective problem solving approach and delivers breakthrough results in the short-term.
An organization can gain both in short-term and long-term by combining the Lean as well as Six Sigma approaches. Lean Sigma program combines the best of American and Japanese quality management practices.
ISL-certified Lean Six Sigma Black Belts are at the core of the Lean Six Sigma implementation. ‘Black Belt’ is an individual who has developed a synergistic proficiency between his or her technical discipline and the Lean & Six Sigma strategies, methodologies and tools.A Black Belt's skills are not only required for people working in the Quality department but also in all the other functional departments as they can improve the productivity of people .
Lean efforts are not limited to manufacturing; a lean mindset applies to any process. Lean techniques can be used to reduce waste and add value to processes in the office, in maintenance, and even in sales and R&D. In some cases, the impact of a lean approach in the office can be even more dramatic than in manufacturing processes.
Silver certification is focused on application of lean principles and tools at value stream level, which is referred to as Integrative Lean – which involves integration of lean activities and organizational restructuring to transform the value stream and sustain the same. As a Lean Professional , you should also have the ability to mentor and coach others on both tactical and Integrative Lean.
Black Belts are also trained in soft skills. The combination of process analysis, statistical and soft skills makes the Black Belts ideal candidates to act as change agents. Black Belt slowly and steadily change the way people think and act in the day-to-day work. Often this is referred to as cultural change.
Learning Objectives
- To understand the philosophy of six sigma
- To learn DMAIC methodology and statistical tools application
- To learn DFSS methodology and advanced tools application
- To be able to lead and coach Black Belt projects
- To understand the basic concepts, tools and practices of Lean
- To understand the organizational & cultural aspects of Lean
- To be able to apply VSM, SMED and hoshin planning
- To be able to explain and use lean accounting practices
- To be able to lead and coach A3 problem solving teams
- To be able to help Champion in selecting Right projects
Methodology
This training and certification is delivered completely online. The Learning Management System (LMS) provides the following features:
- Multimedia lectures (Audio lectures with automatic slide transition)
- Quiz, with correct answers and explanations for the wrong answers.
- Discussion forum for engaging in dialogue with other participants.
- Step-by-Step project guidance
Course Content
The course is based on Body-of-Knowledge of IQF, USA and SME(USA):
- Six Sigma Concept & Philosophy
- Six Sigma Concepts and Philosophy
- Six Sigma Deployment
- Metrics: DPU,DPMO, RTY
- Champion, Black Belt and Green Belts
- Selecting Projects
- Define and Measure Stage
- Define Stage: Creating Project Charter, Identifying Customers & Their Needs and Requirements, Creating SIPOC
- Measure Stage: Identifying CTQs, Selecting Sampling Strategy and Collect the data, Establish the Baseline Performance
- Basic Statistics: Concept of Variation, Data Types; Normal, Exponential, Binomial, Poisson distributions, Measures of central tendency - Mean, Median, Mode, Measures of Dispersion - Range, Standard deviation, Variance, Central Limit Theorem
- Visualization Techniques: Process Mapping, Quality Function Deployment (QFD)
- Measurement System Analysis: Types of errors in Measurement System, R&R for Variable measurement, R&R for Visual Inspection
- Analyze Stage
- Analysis Stage : Sources of variation, Identifying root cause and Validation
- Data Analysis: common and special causes of variation, Control charts, Xbar and Range Chart, Individual and Moving Range Chart, Histogram, p-chart, c-chart, Pareto analysis, Pre-control charts
- Process Capability: Cp, Cpk, Pp, Ppk
- Cause Analysis: Cause and Effect diagram, Why-Why analysis.
- Diagnostic Techniques: Multi-Vari chart, Paired comparison
- Improve Stage
- Improving Stage: Generating Potential Solutions, Select the Best One, Developing Mistake-Proof Measures, Process Optimization, Validating the Results
- Advanced Statistics: Sampling distribution, Estimation, Hypothesis Testing, ANOVA, Correlation and Regression
- Design of Experiments (DoE): Fractional Factorial designs, Full Factorial designs.
- Control Stage
- Control Stage: Defining the Process Control System, Modifying the Documentation System, Conducting Training, Institute the Process Audit System, Quantifying the Gains
- Control Plans
- Failure Modes and Effects Analysis (FMEA).
- Team Working
- Origin and Philosophy
- Mass production vs Lean
- Muda, Mura, Muri
- Seven Types of Wastes
- Value-added Activity
- Lean Manufacturing House
- Lean thinking Model
- Operational Stability
- Indicators of Stability
- Strategies for stability
- Standards and Visual Control
- 5S, Red-tagging, Spaghetti diagram
- TPM, Six Big losses, quasi-problems
- Standard Work
- Standardization – benefits, pre-requisites, people focus
- 3 elements of standard work
- Takt time, work sequence, in-process stock
- Charts for standardized work – production capacity chart, standardized work combination table, standardized work analysis chart, job element sheet
- Individual and overall efficiency, manpower reduction
- kaizen and layouts
- Just-in-Time
- Little’s law
- Push system, large lot production
- Pull system, basics of JIT
- Continuous Process Flow, one piece flow
- Push scheduling, Kanban, Pacemaker process,
- Six Kanban Rules, types of kanbans
- Conveyance, Hejunka, Changes in demand
- Types of pull – Type A, B and C
- Jidoka
- Autonomation
- Zero-quality control
- Types of Inspection – Judgment, Informative, Source, Vertical, horizontal
- Three aspects of Poka yoke – Actions, Paths and Methods of detection
- Andon
- Involvement
- Goal involvement
- Types of Kaizen teams – Kaizen Circle Activities, Practical Kaizen Training
- Roles, Responsibilities of members, facilitators, managers etc.
- Kaizen Leadership
- Suggestion scheme – measurement, motivation
- Problem Solving
- A3 Problem Solving
- Introduction
- Problem Situation
- Target
- Theme
- Cause Analysis
- Countermeasures
- Implementation
- Follow up
- Six Sigma Leadership
- Enterprise View
- DMAIC Plus Model
- Toolkit for Six Sigma Leaders
- Risk Analysis
- Quality Gurus
- Advanced Data Analysis
- Understanding Variation and Causes
- Strategies to Reduce Variation
- Understanding SPC
- SPC for Special Cases
- Advanced Statistical Concepts
- Optimization and Robust Design
- Factorial Designs
- Fractional Factorial Designs
- Taguchi Methods, S/N Ratios
- Planning and Organizing Experiments
- Advanced DOE
- Design for Six Sigma
- Understanding DFSS
- Voice of the Customer & QFD
- Design of Manufacturability
- System and Design FMEAs
- Risk Management
- Axiomatic Design
- TRIZ and Creativity
- Change Management
- Managing Cultural Change
- Managing Teams
- Facilitation Process and Tools
- Team Dynamics and Performance
- Project Management
- Knowledge Management
- Management & Planning Tools
- Toyota Way
- Understanding Toyota Way
- Constancy and Grow Leaders
- Develop People &Teams
- Long-term Approach with Partners and Suppliers
- Genchi Genbutsu,Decision Making and Lean Organization
- Value Stream Mapping
- Basic Concepts of VSM
- Documenting Production or Process Flow
- Adding Facts to the Map
- Capturing Travel Distances
- Capturing Communication Flow
- Creating Future State Map
- SMED and SBCE
- Single Minute Exchange of Dies (SMED)
- History of SMED
- Conceptual Stages
- Steps for SMED
- Practical Techniques
- Lean Product Development (SBCE)
- Basics of Set-based Approach
- Principles of Set-Based Concurrent Engineering (SBCE)
- Hoshin Kanri
- Understanding Hoshin Kanri
- Implementing Hoshin Kanri
- X-matrix
- A3-X
- Cathball
- Total Productive Maintenance (TPM)
- Understanding TPM
- Six Big Losses
- Autonomous Maintenance
- Education, Health and Safety
- Quality Improvement
- Lean Accounting
- Lean Accounting Basics
- Lean Performance Measurement
- Cell Performance Measurement
- Value Stream Measurement
- IQF BoK –Basic Topics
- Distributions
- Statistical Inference & ANOVA
- Measurement Assurance
- SPC
- Process Capability
- One-Way ANOVA
- IQF BoK –Advanced Topics
- Advanced Distributions
- Advanced Statistical Inference & ANOVA
- Advanced Measurement Assurance
- Regression
- Multi-Factor ANOVA
- Project Value
- Project Management
Certification Criteria
IQF- Lean Six Sigma Black Belt certification is awarded on completion of the following:
- Complete all learning modules
- Score 60% or more in quiz at the end of each learning module
- Qualify IQF-Lean Six Sigma Black Belt exam
- Score 60% or more in Fundamentals section
- Score 50% or more in Applications section
- Complete two Six Sigma Projects
Registration
Register online at www.isl.co.in and pay Fee Rs 68,540/- (for students in India) and Rs 1,17,810/- (for students outside India) through Net Banking,UPI,Demand Draft or Cheque (in favour of Institute of Sigma Learning Pvt. Ltd, Hyderabad). You will receive the course material within 10 working days.
|
