Business Strategy and Operations
Six Sigma Black Belt - The Define Phase
This course consists of over 24 hours of training to provide you with the techniques and skills required to deliver your Six Sigma project. You will learn about Six Sigma improvement opportunities from a financial
perspective: what to consider before launching a project, the financial metrics that will be involved, and how to calculate the cost of poor quality.You'll explore ways to listen to the voice of the customer to
determine what they really need.
Six Sigma is a registered Trademark of Motorola Corporation, and all right, title, and interest in Six Sigma belongs to Motorola.
Target Audience:
Candidates for black belt certification; managers/executives overseeing personnel involved in the implementation of Six Sigma in their organization; consultants involved in implementing a
Six Sigma proposal; and organizations implementing a Six Sigma project.
Curriculum Includes:
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Six Sigma Black Belt - The Define Phase Training Curriculum Online
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sk6sigmdefinbb
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$249.00
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Define the Six Sigma Opportunity
Have you ever heard someone say, "That's putting the cart before the horse"? It's a quaint way of describing a process that's being implemented in a backward manner. One example of this is a
company that begins to make organization-wide improvements before identifying which improvements would provide optimal benefits. This course, Define the Six Sigma Opportunity, is a guide for choosing
those processes that will reap the greatest corporate benefit from Six Sigma® projects. Besides being
given guidelines for establishing an improvement opportunity, you'll learn specific methods for capturing the voice of the customer, and how to use the Kano model to discern and categorize those customers'
needs. You'll also learn about Six Sigma improvement opportunities from a financial perspective: what to consider before launching a project, the financial metrics that will be involved, and how to calculate
the cost of poor quality.
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The Six Sigma Project Charter and Plan
What constitutes a project charter? How do you know whether you've set the right goals for your project? What tools can best help you plan your project? As you advance in this course--which focuses on
project charter elements as well as planning tools and project documentation--you will obtain the skills and knowledge required to manage your project charter and plan.
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Six Sigma Team Leadership
By addressing customer needs, streamlining processes, minimizing variance, and addressing poor quality and inefficiency, Six Sigma® can encourage a more profitable and sustainable business. The
development and leadership of an effective team is critical if these outcomes are to be achieved. An effective Six Sigma team comprises the right people using their skills in collaboration with each other to
address the needs of the customer and the project. This course provides potential team leaders with strategies for selecting the right team members and assigning roles within the team. When the team
has been formed, the role of team leader changes to that of a facilitator, leader, and motivator. This course provides you with the techniques and skills required to build a team that can deliver your Six
Sigma project.
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Six Sigma Team Dynamics and Performance
Yogi Berra once said, "The other teams could make trouble for us if they win." While the quote is just
one of Mr. Berra's many adages, it does provide a clue to the importance the legendary baseball coach placed on effective teamwork. Teamwork is no less important in the Six Sigma® world. In fact, more
than one Six Sigma expert has stated unequivocally that without effective teamwork, a process improvement project will fail. So how is effective teamwork ensured? The best way is by understanding
Six Sigma team dynamics--that is, the way in which team members work together and interact. The more that team members understand team dynamics, the greater the team's collective performance is
likely to be. This course, Six Sigma Team Dynamics and Performance, is a guide for understanding and improving Six Sigma teamwork. You'll learn about team member roles, responsibilities, and
interaction styles, as well as methods for resolving team and people problems. In addition, you'll learn
about that all-important organization gathering, the team meeting. Specifically, you'll learn which factors lead to successful meetings, and how to collectively organize and choose group ideas
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The Six Sigma Change Agent
What is a Six Sigma® change agent? How does one advocate change on a business-wide level? What are the skills required and the techniques used? In this course, you'll learn about the roles and
responsibilities of the Six Sigma change agent. You'll explore ways to build a change management process and how to plan for change implementation. Effective communication is central to Six Sigma
success, so this course will introduce you to the components of a successful communications strategy. Many organizations, and often even Six Sigma team members, are resistant to change. That's why
this course offers you an introduction to the forms resistance to change takes at both the organizational and team levels. You'll also explore ways of overcoming resistance to change and of
building a change-friendly environment.
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Six Sigma Management and Planning Tools
In the 1970s, a group of seven "new" tools for quality management were developed in Japan. When they reached America in the 1980s and 1990s, they were renamed the Management and Planning (MP)
tools. Used separately or in combination, they are powerful tools in the Six Sigma® approach for insuring quality and continuous improvement. This course will cover the seven tools--affinity diagrams,
interrelationship digraphs, tree diagrams, activity network diagrams, cause-and-effect matrices, prioritization matrices, and process decision program charts (PDPC). Six Sigma is a registered
Trademark of Motorola Corporation, and all rights, title and interest in Six Sigma belongs to Motorola.
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Six Sigma and the Voice of the Customer
Do you know the phrase, "caveat emptor"? It's a Latin term that means, "Let the buyer beware." It's
also a legal principle stating that consumers must purchase goods at their own risk, because unless specifically asked, the seller is generally under no obligation to disclose defects. Caveat emptor once
struck fear in the hearts of many wary consumers. Fortunately, the tide has turned. Increased market competition, modern consumer protection laws, and expanded customer awareness have helped
negate the influence of this business maxim. Today, organizations are admonished to heed the voice of customers and give them what they really want. "Voice of the customer," or VOC, is a Six Sigma®
term that refers to customers' actual, as opposed to assumed, product and service needs and desires. This course, Six Sigma and the Voice of the Customer, is a guide to understanding VOC and Six
Sigma's strategies for identifying customers and collecting customer data. In Lesson One, you'll learn about different customer types and prioritizing those customers. In Lesson Two, you'll learn about
customer data sources and methods for collecting that data.
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Six Sigma and Critical Customer Requirements
Mark Twain once said, "Everybody talks about the weather but nobody does anything about it." Unlike the weather, serving customer needs is something companies actually can do something about.
Quality Function Deployment (QFD) is a systematic process for motivating a business to focus on its customers. In a Six Sigma® environment, such a focus is central to success. In this course, you'll
learn how QFD works. You'll explore ways to listen to the voice of the customer and how to understand that voice in substantive terms. You'll learn to use effective tools to examine what your customers say
they need and to determine from those statements what they really need. Finally, you'll learn to build the House of Quality, the graphical expression of QFD, and how to analyze the information you build into it.
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Defining and Mapping the Six Sigma Process
Maps are incredible tools. They show--on one page--where you are, where you want to go, the best way to get there, and endless alternate routes. Without maps, we would be left to wander unknown paths to
uncertain destinations, encountering untold pitfalls along the way. Maps are also important tools in guiding Six Sigma® teams in the quest for process improvement; it is impossible to improve a process
that you don't fully understand. In this course, you will be introduced to the mapmaker's art as it applies
to Six Sigma. You will learn techniques to help you survey the business landscape from a high level. You will then learn how to fill in the details and sharpen the focus by using a variety of map types.
Finally, you will practice reading maps to learn how to recognize and avoid the roadblocks that stand between you and your destination.
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Scoping the Six Sigma Project
Six Sigma® Black Belts are called upon to solve problems that have no known solutions. This is a risky endeavor. Yet Six Sigma deployment has a track record of success. One of the keys to its
success is proper project scoping. No one wants to try to do it all with a single opportunity. Six Sigma projects need to be selected mindfully and scoped appropriately. Yet, without known solutions,
identifying projects that will truly impact customer service while also improving the bottom line can be challenging. When pressure mounts, it's tempting to act too quickly and possibly solve the wrong
problem. In this course, you'll learn what a Six Sigma team should focus on, and more importantly, what the team should avoid in order to make Six Sigma projects successful. You'll learn to avoid
common mistakes and pitfalls that can trip up even the most experienced Six Sigma leader. This course revisits many of the activities of the Define step of the Define, Measure, Analyze, Improve, and
Control (DMAIC) process. These activities will be explored to ensure that the right problem is being solved in the best way possible using appropriate metrics and goals.
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