Six Sigma Green Belt Certification
Six Sigma Green Belt - Six Sigma Define
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. This 9 hours program
is aligned to the ASQ Certified Six Sigma Green Belt certification exam and is designed to assist learners as part of their exam preparation.
Six Sigma is a registered Trademark of Motorola Corporation, and all right, title, and interest in Six Sigma belongs to Motorola
Target Audience
Candidates seeking Six Sigma Green Belt certification; quality professionals, engineers, production managers, and frontline supervisors; process owners and champions charged with the
responsibility of improving quality and processes at the organizational or departmental level
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Six Sigma Green Belt - Define Training Curriculum Online
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sk6sigdefinegb
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$169.00
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Processes and Customer Analysis in Six Sigma Projects
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.
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Basics of Six Sigma Projects and Teams
"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.
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Tools for Planning and Managing Six Sigma Project Opportunities
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.
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Using Six Sigma Analysis Tools and Metrics for Project Decisions
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.
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