Lean Six Sigma - Green Belt & Black Belt – Accredited Training (On-site)Acudemy Training
Lean Six Sigma - Green Belt & Black Belt – Accredited Training (On-site)
Lean and Six Sigma are quality improvement methodologies structured to reduce waste and product or service failure rates to a negligible level. Six Sigma companies typically spend less than five percent of their revenues addressing and repairing quality problems.
The Six Sigma process encompasses all aspects of a business; including management, service delivery, and design, production and customer satisfaction. As a philosophy, Six Sigma drives business culture and requires a nearly flawless execution of key processes, making Six Sigma a high standard for companies and individuals to achieve. By reducing process variation, Six Sigma frees an organization to focus on improving process capability. As sigma levels increase, the cost of poor quality decreases and profitability increases. This is why Six Sigma is highly associated with the delivery of consistent, world-class quality.
The Objective of the Course is to give participants an overview of the Six Sigma and Lean concepts and tools, including Six Sigma deployment practices, project development, and the DMAIC problem-solving approach. Once you’ve completed this program, you’ll be ready to successfully participate in a Lean Six Sigma team.
Small classroom based type workshops at our Central London training centre.
Suitability - Who should attend?
Business Professionals in both Service Industries and Manufacturing Industries
Outcome / Qualification etc.
Certified Course with the process to gain certification:
- Complete the course
- Sit an exam at the end of the course – Theory
- Be involved in and complete the case study during the week – Practical
Training Course Content
This course is outlined as follows:
I. Why Six Sigma?
A. Definition of Six Sigma
B. Comparisons between typical TQM and Six Sigma Programs
C. Origins and Success Stories
II. How to Deploy Six Sigma
A. Leadership Responsibilities
B. Description of the Roles and Responsibilities C Resource Allocation
C. Data-driven Decision Making
D. Organizational Metrics and Dashboards
III. DEFINE: Project Definition
B. Work Breakdown Structure
C. Pareto Diagrams
D. Process Maps
E. Project Charters
IV. DEFINE: Project Selection
A. Affinity Diagram
B. Project Prioritization
C. Variable Prioritization
V. DEFINE: Change Management Teams
A. Problems with Change
B. Achieving Buy-in
C. Team Formation, Rules, and Responsibilities
a. Stages of Team Development
b. Overcoming Problems
VI. MEASURE: Tools and Objectives
A. Measure Stage Objectives
C. Process Maps
E. Cause and Effect Diagrams
F. Check Sheets
VII. MEASURE: Establishing Process Baseline
A. Qualitative vs. Quantitative Statistics
B. Process Variation
C. Benefits of Control Charts
D. Requirements vs. Control
E. Control Chart Interpretation
VIII. MEASURE: Process Capability
B. Probability Plots
C. Capability and Performance Indices
D. Relative to Process Control
IX. ANALYZE: Introduction to Regression Analysis
A. Scatter Diagrams
B. Linear Model
C. Interpreting the ANOVA Table
D. Confidence and Prediction Limits
E. Overview of Multiple Regression Tools
X. ANALYZE: Lean Thinking
A. Definition of Waste
B. Analyzing Process for NVA
C. Lead Time and Velocity
D. Methods to Increase Velocity
XI. IMPROVE: Tools and Objectives
A. Improve Stage Objectives
B. Tools to Prioritize Improvement Opportunities
C. Tools to Define and Mitigate Failure Modes
XII. CONTROL: Tools and Objectives
A. Control Stage Objectives
B. Control Plans
D. Measuring Improvement
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