lean six sigma yellow belt advanced yellow belt mz2017.pdf · pdf fileintroduction to...

Lean Six Sigma Yellow Belt Advanced Program

Ver. 2017.1

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Program Schedule

Day 1

1. Introduction to Lean Thinking and Six Sigma

Morning Break

2. Foundation Concepts

2.1. Process Thinking

Process Thinking Case Study

Process Thinking vs Functional Thinking

Process Mapping

SIPOC

Lunch Break

2.2. The Cost of Quality Concept and the Cost of Poor Quality

2.3. Process Complexity

Afternoon Break

3. Customers, Customer Experience and Customer Satisfaction

3.1 The Perceptions-Expectations Model

3.2. The RATER Framework

Day 2

4. Improvement Strategies andVariation

4.1 The Dice Game

4.2. Sources of Variation

4.3. Approaches to Improvement

Morning Break

5. Team Based Problem Solving and Process Improvement

5.1. The DMAIC Process & Process Story Board

5.2. The DMAIC Process Integrative Case Study

5.3 Tools introduced:

Problem Definition

Project Charter

Customer Requirements

Fishbone Diagram

Check Sheet

Pareto Chart

Potential Solutions Matrix

Lunch Break

5.4. Root Cause Analysis (RCA) Methodologies and 5 Whys

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6. Process Change/The DMADV Process

6.1. DMADV, BPR, Process Redesign and Kaikaku

6.2. DMADV Application Case Study

6.3. Tools and Techniques

Process Deployment Chart/Zig-Zag Analysis

Value Added/Non-Value Added Analysis

Double Fishbone

6.4. Process/People/Technology Redesign Principles

Afternoon Break

7. Process Flow and Work Management

7.1. Dynamic View vs Static View of Processes

7.2. The Water-Bucket Method

7.3. Littles Law

7.4. Flow Measures and Decision Making

7.5. Process Balancing

7.6. Dealing with common dynamic effects

8. Implementation Issues and Conclusion

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Detailed Table of Contents Pge

Introduction to Lean Six Sigma 1 The Box Simulation 3

3 Operational Strategies 6

The Evolution of Management Thinking 8

Three Paradigm Shifts 9

Six Sigma a Definition 10

Lean Six Sigma core concepts 11

The Lean Wastes 12

Operational Infrastructure and Capability 12

Business Improvement 13

Improving Organisations/Improving Operations 14

Process Thinking 15 HTLC Case Study 17

Functional vs Process Thinking 22

The Cost Service Trade off 24

Increasing Service while Decreasing Costs 24

Process Thinking and Process Management 25

Identifying Processes 26

Process Mapping Symbols 29

Process Mapping Hints and Tips 30

The SIPOC Model 31

SIPOC Diagram:HTLC 33

Cost of Quality 35 Conventional View of Cost Drivers 37

Cost of Quality Categories 38

The Cost of Quality View of Cost Structure 40

Changes in the Cost Structure 42

Using the Cost of Quality 43

Improvement: COQ Reduction 44

Improvement: Process Change 45

Validating the New Process 45

Linking COQ to Improvement Strategy 46

COQ: A more useful way of looking at cost structure 49

Complexity 51 Identifying Complexity 53

Two View of Work Time 54

Improving Processes by Reducing Complexity 57

Complexity and Flexibility 59

Alternate approach to complexity 61

Process Thinking Review of Concepts 62

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Customers and Customer Satisfaction 63

How Customers See Quality 65

How Customers Form Expectations 66

Dimensions of Quality 66

Managing the Customer Interface 68

The RATER Framework 69

Delivering on the Service Standards 70

Who are our customers? 71

Rater Template 73

Impact of Customer Satisfaction on Loyalty 77

Understanding Customer Defection 77

Managing Customer Perceptions of Quality 78

Process Measurement and Variation 79 Y = f(x) 81

A Generic Performance Measurement Template 82

The Role of Complexity in Determining Measures 83

Leading Indicators and Drivers 83

The Process Scorecard 84

From Measures to Metrics 85

Processes deployed through the organizational structure 86

Performance Measures and Organisational Structure 87

The Dice Game 89

Lessons from the Dice Game 92

Some Sources of Variation 93

Understanding Variation 93

Common vs Special Causes 94

The Path to Continuous Improvement 95

The DMAIC Process an Overview 97 Types of Problem Solving 100

The DMAIC Process 101

The DMIAC Process Story Board 102

DMAIC Process Case Study: South Eastern Food Packagers 105

Problem/Opportunity Theme Statement 132

Lean Six Sigma Project Charter 133

Structured Problem Statements 134

Customer Requirements Statement 135

The Anatomy of a Check Sheet 138

The Pareto Principle/Pareto Chart 138

Fishbone Diagram 139

Potential Solutions Matrix 142

Improve:Implement and Check 143

High level validation of improvements 145

Future Plans 146

Analysing for Root Causes - Revisited 147

Analysing for Root Causes 150

5 Whys Applied to SEFP 152

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Process Change: The DMADV Process at Work 155

Process Change/Reengineering 157

The DMADV Process 158

The DMADV Process Storyboard 159

The Process Redesign Framework 161

Deciding if Process Redesign is the best approach 162

Joans Story Case Study 163

Measures: HTLC Current Process 167

Process Deployment chart 168

Reengineering/Redesign Opportunities 169

Reengineering Enablers 170

Process Redesign Methodology Toolkit 171

Value Added/Non-Value Added Analysis 172

The Double Fishbone 174

Quick wins 177

Process Challenge Templates 177

Process Flow Management 181 The Structural View of Processes 183

The Flow View of Processes 186

WIP, Lead Time and Service Level (Littles Law) 189

Key Work Management System Relationships 191

Case Study: Smiths Auto-Service Centre 193

A more comprehensive view of an organization 197

Key Lean Work Flow Principles 198

Prioritisation, Scheduling and Customer Pull 199

Work Leveling and One Piece Flow 199

What do we measure? 200

What influences productivity? 200

Urgent Work The Crisis Management Trap 201

Telephone Calls and Shrinking Capacity 202

Rework and Shrinking Capacity 203

Implementation Issues 205 Succeeding at Operational Excellence 208

Lean Six Sigma Support Structure 209

Templates 211

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Additional Reading and References

Some useful reference books and materials:

Books

Six Sigma and Lean Specific:

Pyzdek, Thomas (2003) The Six Sigma Handbook, McGraw Hill

Gygi, Graig., DeCarlo, Neil., and William, Bruce (2005) Six Sigma for Dummies, Wiley Publishing Inc.

Gygi, Graig., DeCarlo, Neil., and William, Bruce (2005) Six Sigma for Dummies Workbook, Wiley Publishing Inc.

Liker, Jeffrey K. and Meier, David (2005) The Toyota Way, McGraw-Hill

Liker, Jeffrey K. and Meier, David (2006) The Toyota Way Field Book, McGraw-Hill

Liker, Jeffrey K. and Franz, James K., (2011) The Toyota Way to Continuous Improvement, McGraw-Hill

DeCarlo, Neil (2007) A Complete Idiots Guide to Lean Six Sigma, Penguin Group

George, Michael L., Rowlands, David., Prices, Max and Maxey, John (2005) The Lean Six Sigma Pocket Tool Book, McGraw Hill

Womack, James P., Jones, Daniel T. and Roos, Daniel (2007) The Machine That Changed the World (2007 reprint of 1990 book), Free Press.

Womack, James P. and Jones, Daniel T. (2003) Lean Thinking, Simon and Schuster.

Womack, James P. and Jones, Daniel T. (2005) Lean Consumption, Simon and Schuster.

Sayer, Natalie J. and Williams, Bruce (2007) Lean for Dummies, Wiley Publishing.

Evans, James R. and Lindsay, William M. (2008) Managing for Quality and Performance Excellence, Thomson Publishing.

Breyfogle III, Forrest W., Implementing Six Sigma, John Wiley & Sons, Inc.

Pande, Peter S., Neuman, Robert P. and Cavanaugh, Roland R. , The Six Sigma Way

Pande, Peter S., Neuman, Robert P. and Cavanaugh, Roland R. , The Six Sigma Way Team Fieldbook

Gitlow, Howard S., Levine, David. And Popvich, Edward A. (2006) Design for Six Sigma for Green Belts and Champions, Prentice Hall.

Statistics Specific

Levine, David M., (2006) Statistics for Six Sigma Green Belts with Minitab and JMP, Prentice Hall. Comes bundled with:

Berenson, Mark L., Levine, David M., and Krehbeil, Timothy C. (2006) Basic Business Statistics, Concepts and Application, Prentice Hall