Six Sigma – Training Programs

What is Six Sigma?

In all types of business, industry or government organizations, decision-making is a vital part of the routine. Many of these decisions are very often based solely on intuition and/or experience. Six-Sigma minimizes the personal elements by quantifying the issues and using statistics to provide a means of determining probabilities of success and failure. Experience and tribal knowledge feed into the data gathering process and thus quantifiable validation is required prior to acceptance of decisions.

It is a structured, data driven approach that can be applied to any aspect of business. It is used to improve customer satisfaction, eliminate waste and increase profits. The premise is that where work is being done, waste is being generated. The higher the waste level, the greater chance of poor customer satisfaction, higher cycle times, increased defect rates and most importantly – profit loss.

The term “Six Sigma” is a statistical term that refers to 2 defects per billion opportunities (or 99.999998 percent accuracy), which is as close as anyone is likely to get to perfect. A defect can be anything from a faulty part, an incorrect customer bill, and excessive waiting time at a doctor’s clinic to potentially unsafe municipal drinking water. Most businesses with average quality of Three Sigma (99.73% of products and/or services within specification) are probably losing about 25% of their revenue due to costs of poor quality. As the conformance level increases, the revenue that would have gone into prevention and inspection becomes available for other uses in the business.

The following table presents a comparison between Three Sigma and Six Sigma Performance

Key Features

Six Sigma speaks the language of business. It specifically address the concept of making the business as profitable as possible.
In Six Sigma, quality is not pursued independently from business goals. Time and resources are notspent improving something that is not a lever for improving customer satisfaction.
Six Sigma uses an infrastructure of highly trained employees from many sectors of the company (not just the quality Department). These employees are typically viewed as internal charge agents.
Six Sigma raises the expectation from 3-sigma performance (99.73% accuracy) to 6-sigma 0r 99.999998% accuracy.
Guaranteed minimum five times return on investment within a year if deployed properly.

Black Belts are the heart and soul of the Six Sigma quality initiative. Typically the “best of the best,” their main purpose is to lead projects and work full time until they are complete. They work on chronic issues that are negatively impacting the company’s performance. As a general rule of thumb, one to two percent of a company’s workforce will be a BB. BB is 4 weeks classroom training or 2 weeks on top of the GB training.

Objectives:

  • Develop a robust concept of Six Sigma
  • Review roles and responsibilities for process improvements
  • Refine project selection working with Six Sigma Champions
  • Identify necessary project management skills required to implement change in processes
  • Develop basic process mapping skills
  • Develop basic software skills in required applications

Skills Gained :

  • Knowledge of the “anatomy” of a Six Sigma project
  • Learn and practice Advanced tools essential to achieving Six Sigma Breakthrough
  • Have full command of the tools critical to measuring and analyzing complex problems
  • Equipped to guide multiple project teams in learning when and how to use the problem-solving tools in the Six Sigma process
  • Skilled to identify and resolve chronic problems and avoid costly deficiencies.

Curriculum:

  • Lecture 1.1 Overview of Six Sigma Locked 0m
  • Lecture 1.2 DMAIC Methodology Overview Locked 0m
  • Lecture 1.3 Financial Benefits of Six Sigma Locked 0m
  • Lecture 1.4 Project Management Locked 0m
  • Lecture 1.5 Developing a Business Case Locked 0m
  • Lecture 1.6 Gathering Voice of the Customer, Support for Project Locked 0m
  • Lecture 1.7 Translating Customer Needs into Specific Requirements (CTQs) Locked 0m
  • Lecture 1.8 Defining Metrics Locked 0m
  • Lecture 1.9 Measurement System Analysis Locked 0m
  • Lecture 1.10 Data Collection Techniques Locked 0m
  • Lecture 1.11 Calculating Sample Size Locked 0m
  • Lecture 1.12 Data Collection Plan Locked 0m
  • Lecture 1.13 Understanding Variation Locked 0m
  • Lecture 1.14 Measuring Process Capability Locked 0m
  • Lecture 1.15 Calculating Process Sigma Level Locked 0m
  • Lecture 1.16 Rolled Throughput Yield Locked 0m
  • Lecture 1.17 Visually Displaying Baseline Performance Locked 0m
  • Lecture 1.18 Cause and Effect Analysis (a.k.a. Fishbone, Ishikawa) Locked 0m
  • Lecture 1.19 Data Segmentation and Stratification Locked 0m
  • Lecture 1.20 Correlation and Regression (Linear, Multiple) Locked 0m
  • Lecture 1.21 Process Performance (Cp, CpK, Pp, PpK, CpM) Locked 0m
  • Lecture 1.22 Short Term Versus Long Term Capability Locked 0m
  • Lecture 1.23 Non-Normal Data Distribution Transformations Locked 0m
  • Lecture 1.24 Central Limit Theorem Locked 0m
  • Lecture 1.25 Goodness of Fit Testing Locked 0m
  • Lecture 1.26 Hypothesis Testing Locked 0m
  • Lecture 1.27 Analysis of Variance (ANOVA), Two Sample T-Tests, Chi Squared Test Locked 0m
  • Lecture 1.28 Design of Experiments (DOE) – Full, Fractional Factorials, Advanced Designs Locked 0m
  • Lecture 1.29 Leading Organizational Change Locked 0m
  • Lecture 1.30 Case studies and examples are used to allow participants to experience real situations

 

 

Green Belts are employees trained in Six Sigma who spend a portion of their time completing projects, but maintain their regular work role and responsibilities. Depending on their workload, they can spend anywhere from 10% to 30% of their time on their project(s). GB is 2 weeks classroom training with a 6-8 weeks gap between each week of classroom training for applying the tools learnt in first session.

 

Objectives:

  • Understand Six Sigma Methodology and how it applies to their day-to-day work
  • Obtain knowledge and techniques required to assist Black Belts in their company’s Six Sigma projects
  • Ability to identify and implement small-scale improvement projects

Skills Gained :

  • Knowledge of the “anatomy” of a Six Sigma project
  • Learn and practice tools essential to achieving Six Sigma Breakthrough
  • Have full command of the tools critical to measuring and analyzing complex problems
  • Equipped to guide project teams in learning when and how to use the problem-solving tools in the Six Sigma process
  • Skilled to identify and resolve chronic problems and avoid costly deficiencies.

Curriculum :

  • Lecture 1.1 Introduction to Six Sigma Methodology Locked 0m
  • Lecture 1.2 Process Mapping Locked 0m
  • Lecture 1.3 Brainstorming Techniques Locked 0m
  • Lecture 1.4 Basic Statistics Locked 0m
  • Lecture 1.5 Data, its types, collection and presentation Locked 0m
  • Lecture 1.6 Graphical Methods Locked 0m
  • Lecture 1.7 Making Sense of data Locked 0m
  • Lecture 1.8 Distributions and their uses Locked 0m
  • Lecture 1.9 Measurements Systems Analysis (MSA) Locked 0m
  • Lecture 1.10 Failure Modes and Effects Analysis (FMEA) Locked 0m
  • Lecture 1.11 Correlation and Regression Locked 0m
  • Lecture 1.12 Hypothesis Testing Locked 0m
  • Lecture 1.13 Simple 2 level & 3 level design of experiments (DoE) Locked 0m
  • Lecture 1.14 Process Optimization Locked 0m
  • Lecture 1.15 Mistake-Proofing Locked 0m
  • Lecture 1.16 Statistical Process Control (SPC) Locked 0m
  • Lecture 1.17 Process capability analysis Locked 0m
  • Lecture 1.18 Case studies and examples are used to allow participants to experience real situations Locked

 

 

Typically employees trained in the basic Six Sigma tool that participates on project teams. Supports the goals of the project, typically in the context of their existing responsibilities. YB is one-day classroom training.

 

Objectives:

  • Deploy six sigma tools at the grassroots’ levels.
  • Equip the participant with the ability to monitor process performance and the sources of variability in them.
  • Equip the participants to collect data and report it in an appropriate manner.
  • Develop an understanding of the impact of variation in individual process on the bottom line, the overall business and eventually customers.

Skills Gained :

  • Basic understanding of the fundamentals of Six Sigma
  • Basic process management skills
  • Basic usage of fundamental Six Sigma tools
  • Participants gain the skills necessary to identify, monitor and control profit eating practices within their specific processes.

Curriculum :

  • Lecture 1.1 Introduction Locked 0m
  • Lecture 1.2 What is Six Sigma Locked 0m
  • Lecture 1.3 Why implement Six Sigma Locked 0m
  • Lecture 1.4 Six Sigma Roles, Responsibilities and Organization Locked 0m
  • Lecture 1.5 The Enemy Named Variation Locked 0m
  • Lecture 1.6 Special Causes Vs Common Causes Locked 0m
  • Lecture 1.7 Hands-on Exercises Set #1 Locked 0m
  • Lecture 1.8 First Pass Yield and the Hidden Factor Locked 0m
  • Lecture 1.9 Seeing the Enemy in Action Locked 0m
  • Lecture 1.10 Process Improvement Tools Locked 0m
  • Lecture 1.11 Process Flow, Input Process Output and Cause and Effect Diagrams Locked 0m
  • Lecture 1.12 Pareto Chart. Run Chart and Control Charts Locked 0m
  • Lecture 1.13 Development of SoPs Locked 0m
  • Lecture 1.14 Histogram Locked 0m
  • Lecture 1.15 Introduction to FMEA Locked 0m
  • Lecture 1.16 Hands-on Exercises Set #2 Locked 0m
  • Lecture 1.17 Removing the Effect of the Enemy Locked 0m
  • Lecture 1.18 Measuring Cost Of Poor Quality Locked 0m
  • Lecture 1.19 Converting Variance Reduction to $ Savings Locked 0m
  • Lecture 1.20 Maintaining the gain with SPC Locked 0m
  • Lecture 1.21 Summary Locked