Six Sigma Training

 

Click here for Black belt

 


Six sigma Green belt – Preparing you for Black belt qualification training.

Thinking of implementing six sigma practices in your business then this is for you.


The new Six Sigma has had no less than a dazzling debut, starting in late 1994 with AlliedSignal. Originated in 1987 at Motorola, Six Sigma was adopted by very few companies, though it was not taken very seriously. Only after AlliedSignal (now known as Honeywell) demonstrated Six Sigma's effectiveness in redefining a company, achieving dramatic results and more importantly, positively affecting the lives of thousands of employees, did Six Sigma catch the imagination of corporate America. General Electric (GE) adopted Six Sigma in 1996 with a vengeance.

With Jack Welch (GE) and Larry Bossidy (AlliedSignal) promoting the effectiveness and necessity of Six Sigma, the Six Sigma tsunami began. A former Motorola quality leader, Richard Schroeder, was the chief advisor to both these dynamic leaders. In fact, Richard lead the AlliedSignal Six Sigma deployment for Larry. With the leadership of these three spiritual leaders, hundreds of companies have met the challenge of deploying Six Sigma into their businesses. There are very few stories of failed deployments.

Master the lessons of the world's best Six Sigma deployments
Learn from the experiences of AlliedSignal, Motorola, 3M, and fifty other Six Sigma leaders
Link Six Sigma directly to your balance sheet
Set aggressive, measurable business goals and achieve them
Plan and execute a flawless launch within 90 days!
Define priorities, organize teams, choose partners, structure enterprise-wide deployments, and more
Sustain Six Sigma for the long term
Using a clearly defined leadership roadmap, align organization structure, compensation, succession planning, IT resources, and more
Avoid the classic Six Sigma "failure modes"
Why Six Sigma projects fail, and how to keep it from happening to you

 

Course Outline Green belt
Why Six Sigma?
Definition and Graphical View of Six Sigma

Comparisons Between typical TQM and Six Sigma Programs

Origins and Success Stories

 

How to Deploy Six Sigma

Leadership Responsibilities

Description of the Roles and Responsibilities

Resource Allocation

Data Driven Decision Making

Organizational Metrics and Dashboards

 

DEFINE:

Project Definition Tasks

Work Breakdown Structure

Pareto Diagrams

Process Maps

Matrix Diagrams

Project Charters

Reporting

 		  

DEFINE:

Project Scheduling

Activity

Network Diagram

PERT Analysis

GANNT Chart

 

DEFINE:

Change Management/Teams

Problems with Change

Achieving Buy-In

Team Formation, Rules, and Responsibility

Stages of Team Development

Overcoming Problems

Consensus Building Tools

Affinity Diagram

Nominal Group

Technique Prioritization Matrix

 

 		  

MEASURE:

Tools and Objectives

Measure Stage

Objectives

Flowcharts

Process Maps

SIPOC

Box-Whisker Plots

Cause and Effect Diagrams

Check Sheets

Interrelationship Diagram

Stem and Leaf Plots

 

MEASURE:

Establishing Process Baseline

Enumerative v. Analytic

Statistics Process Variation

Benefits of Control Charts

Requirements v. Control

Control Chart Interpretation

 

MEASURE:

X-Bar Charts Uses

Construction and Calculations Assumptions

Rational Subgroups

Sampling Considerations

Interpretation

 

MEASURE: Individuals Data Uses

Construction and Calculations

Assumptions

Sampling Considerations

Interpretation Overview of Other

Individuals Charts

Run Charts

Moving Average Charts

EWMA Charts

 

MEASURE:

Process Capability Histograms

Probability Plots

Goodness of Fit Tests

Capability and Performance Indices Relative to Process Control

Interpretation

Estimating Error

 

MEASURE:

Attribute Charts Uses Selection

Construction and Calculations

Sampling and Considerations

 

ANALYZE:

Introduction to Regression Analysis

Scatter Diagrams

Linear Model

Interpreting the ANOVA Table

Confidence and Prediction Limits Residuals

Analysis

Overview of Multiple Regression Tools

 

ANALYZE:

Lean Thinking

Definition of Waste

Analyzing Processes for NVA Cycle Effencies

Lead Time and Velocity

Methods to Increase Velocity

Standardization

Optimization

Spaghetti Diagrams

5S Level Loading

Flow Setup

Reductions

 

IMPROVE:

Tools and Objectives

Improve Stage

Objectives

Tools to Prioritize Improvement

Opportunities

Tools to Define New Process Flow

Tools to Define and Mitigate Failure

Modes

PDPC

FMECA

Preventing Failures

Reference to Tools for Defining New Process Levels

 

CONTROL:

Tools and Objectives

Control Stage

Objectives

Control Plans

Training

Measuring Improvement

 


       

 

Google