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Course ID: 252444

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Six Sigma Green Belt: Six Sigma and the Organization

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Agenda

Six Sigma is a highly disciplined, data-driven improvement program that helps companies focus on eliminating defects in any process and delivering near-perfect products and services. Six Sigma has been globally accepted as a profitable and winning business strategy. More and more companies are embracing Six Sigma in a time when competition and sluggish markets have left operational efficiency and quality improvement as the only way to protect margins and win customer loyalty. Originally developed in Toyota's manufacturing operations, Lean is a continuous improvement approach that focuses activities on reducing wastes. Whereas Six Sigma helps companies reduce defects and improve quality, Lean thinking helps reduce waste and improve process flow and speed. Due to the complementary nature of the Lean approach, many organizations incorporate it into their overall Six Sigma strategy. This course will examine how Six Sigma and Lean help organizations achieve their strategic goals and why so many successful organizations attribute their success to them. The course first introduces the key concepts and contributors associated with Six Sigma, and then moves on to basic Lean tools used to identify and remove waste and improve process flow. This course is aligned to the ASQ Certified Six Sigma Green Belt certification exam and is designed to assist learners as part of their exam preparation.
  • identify the key characteristics of Six Sigma
  • recognize the benefits of Six Sigma
  • match the pioneers of Six Sigma to their contributions
  • match examples of Six Sigma metrics to their types
  • match balanced scorecard perspectives to examples of their associated metrics
  • match stages in the project selection process to examples of their associated activities
  • match Lean tools to examples of their application
  • match Lean concepts to their descriptions
  • recognize examples of different waste types in an organization
  • sequence the steps for reducing cycle time
  • recognize key concepts associated with Goldratt's Theory of Constraints
Design for Six Sigma (DFSS) is often called the future of Six Sigma, as it is emerging as a strategy that better serves the current innovation initiatives of many industries. DFSS uses a "pay me now or pay me later" approach by spending more effort and time on process or product design up front to avoid spending time and effort in those areas later. Whereas Six Sigma just focuses on improving existing designs at a later stage, DFSS focuses on creating new and better products and processes from scratch. It designs virtually error-free products and services from the very beginning and, due to its complementary methodology and amazing results, it is now adopted as a key strategy in Six Sigma implementations. This course will examine how Six Sigma combines DFSS methodologies and tools to reach organizational goals. It distinguishes DFSS methodologies from those of Six Sigma, and outlines some of the key DFSS tools such as quality function deployment (QFD) and Failure Modes and Effects Analysis (FMEA). This course is aligned with the ASQ Certified Six Sigma Green Belt certification exam and is designed to assist learners as part of their exam preparation.
  • identify the tools used by Design for Six Sigma (DFSS)
  • recognize examples of the benefits of DFSS
  • identify situations that call for a DFSS strategy
  • identify the key characteristics of DFSS methodologies
  • identify the similarities between DFSS and Six Sigma
  • identify the differences between DFSS and Six Sigma
  • identify customer-focused characteristics of DFSS
  • identify examples of the information included in the key sections of a House of Quality matrix
  • recognize the four Failure Modes and Effects Analysis (FMEA) types
  • recognize the characteristics of Design FMEA (DFMEA) and Process FMEA (PFMEA)
  • identify examples of the types of information included in the key areas of a FMEA worksheet
A process is a means of creating and delivering products and services needed by customers. According to Takashi Osada, Japanese author and quality pioneer, "if the process is right, the results will take care of themselves." By Six Sigma standards, a "right process" is one that creates and delivers precisely what the customer needs. By this logic, no Six Sigma effort can start without having a high-level picture of an organization's customers and other stakeholders, their needs, and the business processes meant to fulfill those needs. A thorough analysis of the existing business processes - and the products and services they churn out - is the first step in Six Sigma projects. You need to listen to the "voice of the customer" to find out what customers need, identify opportunities for change and improvement, and translate customer needs into goals and customer deliverables. In this course, learners will examine how to analyze process components and stakeholders in an organization. They will also learn about concepts and tools for collecting and analyzing customer information and feedback. The course also explains how customer requirements are translated into goals and deliverables using such tools as Kano analysis, CTQ analysis, and the House of Quality matrix. The course is aligned to the ASQ Certified Six Sigma Green Belt certification exam and is designed to assist learners as part of their exam preparation.
  • identify the key components of a typical organization's core process
  • interpret a project stakeholder worksheet to determine the appropriate actions to take
  • identify the characteristics of stakeholders and owners
  • identify the internal and external customers for a given project
  • identify the most appropriate research tools to collect customer data in various situations
  • recognize how number-driven customer data analysis tools are used
  • recognize how idea-driven customer data analysis tools are used
  • identify how different need-level examples are represented on a Kano analysis diagram
  • sequence the steps involved in creating a CTQ tree
  • evaluate different areas of a House of Quality matrix
  • identify the steps involved in creating a House of Quality matrix
"Effective leadership is putting first things first. Effective management is discipline, carrying it out," says famous motivator and author, Stephen R. Covey. Six Sigma needs both effective leadership and management to deliver its promised results to an organization. It requires all Six Sigma leaders – Master Black Belts, Black Belts, and Green Belts – to effectively lead project teams to deliver their expected results. Understanding team building processes, tools, and role structures helps Six Sigma team members produce desired results and resolve negative team dynamics. In order to achieve this, disciplined schedules, costs, and deliverables are required when managing such projects. The management of Six Sigma projects involves developing and adhering to a project charter that reflects a shared understanding of project expectations, scope, deliverables, and schedule. This course will examine the fundamental project management tools used in a successful Six Sigma project. The course introduces the essential elements of a project charter, explains how project scope and metrics are developed, and gives an insight into the tools used to plan and implement improvement in a Six Sigma initiative. It also looks at team building, team roles, and team dynamics, and examines a variety of team tools that are commonly used in Six Sigma. Along with that, it identifies the most common communication techniques used in the workplace and the situations they are best suited to. This course is aligned to the ASQ Certified Six Sigma Green Belt certification exam and is designed to assist learners as part of their exam preparation.
  • match elements of a project charter for a Six Sigma project to examples of the information they contain
  • identify the characteristics of tools used to develop Six Sigma project scope
  • match the metrics types to their definitions
  • sequence the steps for creating a Pareto chart
  • identify correct interpretations of a Gantt chart
  • identify the critical path for an activity network diagram
  • identify and apply the PERT formula for calculating expected time
  • identify the characteristics of key documentation categories
  • identify key characteristics associated with risk analysis
  • identify the activities associated with project closure
  • identify the teams typically used on projects
  • identify descriptions of key team roles
  • identify true statements about the roles of key players in Six Sigma deployments
  • identify the group behaviors characteristic of the key stages of team evolution
  • identify solutions for resolving common team problems
  • identify characteristics of key team tools used in Six Sigma projects
  • identify situations best suited to different communication tools
In many situations your results are only as good as the tools you use. Knowing which tools to use, and how to apply them effectively, is the key to any endeavor's success. This assertion holds true for process and quality improvement strategies, and Six Sigma and quality improvement teams throughout the world use a set of management and planning tools to analyze and understand a variety of issues. This course will examine the tools used in Six Sigma to help organizations make decisions and plan and communicate findings. These tools include affinity diagrams, interrelationship digraphs, tree diagrams, prioritization matrices, matrix diagrams, process decision program charts, and activity network diagrams. The course describes these tools, identifies their benefits, and uses real-life examples to show the situations that they are best suited to. It also outlines the steps for using each tool in a Six Sigma context. This course is aligned to the ASQ Certified Six Sigma Green Belt certification exam and is designed to assist learners as part of their exam preparation.
  • recognize the use of best practices for creating an affinity diagram
  • sequence the examples of steps for creating a matrix diagram
  • identify areas for improvement in a given tree diagram
  • interpret a prioritization matrix
  • interpret an interrelationship digraph
  • identify the critical path for an activity network diagram
  • interpret a process decision program chart
Six Sigma is a business improvement methodology that begins by comparing the current state of a company's products and processes to their desired levels. The goal of the Define phase in the Six Sigma DMAIC methodology is to identify improvement opportunities that have the maximum potential for return on time, money, and resource investments. Knowing what projects to select for improvement requires an assessment and analysis of existing business processes. For a precise, objective, and accurate assessment of the existing processes, you need to have correct metrics and knowledge of where and how to use them. Later in a Six Sigma project, during the Control phase, the overall performance of business processes is recalculated to identify process improvement. This course will examine how and when to use the metrics and tools to select Six Sigma projects. The course explores some of the number-driven metrics, such as defects per unit (DPU), rolled throughput yield (RTY), defects per million opportunities (DPMO), and process capability indices. It also explains cost of poor quality (COPQ) as a metric used to assess and indirectly present the potential gains to the company if the quality of products and processes is improved. In addition, the course explores how failure modes and effects analysis (FMEA) is used to identify improvement opportunities that have the highest priority for Six Sigma teams. This course is aligned to the ASQ Certified Six Sigma Green Belt certification exam and is designed to assist learners as part of their exam preparation.
  • calculate defects per unit (DPU)
  • use the formulas for calculating rolled throughput yield (RTY)
  • calculate first time yield (FTY)
  • calculate defects per million opportunities (DPMO)
  • identify correct formulas for Cp and Cpk based on given data
  • match types of cost of poor quality (COPQ) to their examples
  • sequence the key steps in the failure modes and effects analysis (FMEA)
  • calculate and analyze risk priority numbers (RPNs)
  • calculate the percentage reduction in RPN

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