Business Strategy and Operations
Six Sigma Team Implementation
This Team Implementation Curriculum has over 21 hours of training to help your Six Sigma strategy toward perfection.
Six Sigma is a registered Trademark of Motorola Corporation, and all right, title, and interest in Six Sigma belongs to Motorola.
Curriculum covered includes
Six Sigma: Reducing Variation to Improve Quality
Six Sigma: Listening to the Voice of the Customer
Six Sigma DMAIC: Defining the Problem
Six Sigma DMAIC: Measuring the Process
Six Sigma DMAIC: Analyzing the Data
Six Sigma DMAIC: Analyzing the Process
Six Sigma DMAIC: Improving the Process
Six Sigma DMAIC: Controlling the Improved Process
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Six Sigma Team Implementation Training course online
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sk6sigmatm
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$229.00
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Six Sigma: Reducing Variation to Improve Quality
"What, do you expect everything to be perfect?" How would you respond if one of your employees said
that to you? You might consider saying, "Well, yes!" In fact, striving for near perfect quality is
reasonable and achievable. It's a matter of reducing variation through the use of Six Sigma. "Variation,"
or deviation from what the customer wants, may be inherent in the business world, yet by employing the principles of Six Sigma, the standard of 99.9997% perfection is within your grasp. It's just a matter
of learning--and employing--those principles. In "Six Sigma: Reducing Variation to Improve Quality,"
you'll do just that. You'll begin by gaining a basic understanding of what variation is--why and where it
exists and how it creates waste, and you'll learn key tools for identifying and measuring this waste in your organization. Next, you'll learn the key causes of variation and how to classify these causes as a
step toward their elimination. You'll also learn the basics of process management. Finally, you'll be given a thorough review of the Six Sigma Team and the role each team member plays in attracting and
eradicating variation. Then you'll apply the all-important DMAIC problem-solving model to real-world situations.
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Six Sigma: Listening to the Voice of the Customer
"Let the buyer beware." That old business maxim of caveat emptor once struck fear in the hearts of many wary consumers. Now there's a new reality: Competition for consumer attention is intense across
all industries and markets, so now it's the company itself which is being admonished to beware. That means businesses should be looking for the best way to gauge what its customers really need and
want. In "Six Sigma: Listening to the Voice of the Customer," Six Sigma Green Belts and team members learn that best way. The course consists of two lessons: "Understanding Customer
Requirements," and "Defining Customer Requirements." In lesson one, you'll discover methods for specifically identifying your customers--that means all your customers, including ones you may not
have realized you serve--and you'll learn how to apply the Kano Model to understanding customer requirements in your workplace. In the second lesson, you'll take your understanding of your customers
to a higher level by learning how to measure their requirements to the nth degree. You'll learn all about
customer-valued product and service "dimensions," how to create an affinity diagram and a critical-to
-quality tree, and you'll discover how to formulate the all-important operational definitions for your Six Sigma strategy.
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Six Sigma DMAIC: Defining the Problem
"What's your problem?" It could be said that this is one way to get to the heart of a matter. Of course,
there's a better way. In this course, Six Sigma DMAIC: Defining the Problem, Six Sigma Green Belts and team members are given a systematic, objective, and measurable process for quantifying the
challenges facing your organization. In lesson one, "The Project Charter," you'll learn guidelines for developing a problem statement, measuring your Six Sigma project, and determining its goal. In the
second lesson, "The SIPOC Diagram," you'll learn how to create, and then apply, this useful tool to
your unique situation. Finally, in "Stakeholder Analysis," you'll learn the subtleties of identifying and
managing the very people whose buy-in you need to guarantee the success of your Six Sigma project
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Six Sigma DMAIC: Measuring the Process
Would you use your thumb and forefinger to measure how much carpet you need to buy for a new room in your house? By the same token, do you have the right tools for measuring a process in your
organization that just isn't working? "Six Sigma DMAIC: Measuring the Process," provides Six Sigma Green Belts and team members with techniques for precisely pinpointing the source of problems--and
precisely measuring them. That means you'll learn what to measure, the five types of data that can be collected, the relative strengths of the Defects per Unit (DPU) and Defects per Opportunity (DPO)
measurement techniques, and key applications for data stratification. In addition, you'll be supplied with three tools for collecting data, four data sampling methods, and guidelines for creating your own data
collection plan.
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Six Sigma DMAIC: Analyzing the Data
There's one thing that doctors, mechanics, and detectives sometimes share in common--getting to the source of something that's gone wrong in a system. Things go wrong in business systems too, and to
get at the source of the problem, you have to dig down deep. This course is all about making sure Six Sigma Green belts and team members dig deep enough, to where the solutions are simplest. In order
to employ Six Sigma, you need information on how to use the data that's relevant to the problems in your business process. In Lesson 1 you'll explore the best methods to present and interpret the data
that reflects a problem. In Lesson 2 you'll look at the skills and tools that can help you analyze the data to get at the real cause and the effects of the problem. In Lesson 3 you'll focus on the tools that
can help you verify that the causes you have isolated are in actuality the problem.
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Six Sigma DMAIC: Analyzing the Process
Imagine the perfect cup of coffee--it tastes and smells great, it's served at exactly the right temperature,
and, best of all, it satisfies you every time. Because it's perfect, you find yourself returning again and
again to the cafe that sells it. The perfect cup of coffee--or the perfect product or service--is what Six Sigma is all about. To achieve Six Sigma, a product or service has to be 99.9 percent error-free. As far
as your perfect cup of coffee is concerned, error-free means that every cup sold is 99.9 percent consistent in taste and temperature. To achieve this level of perfection (or consistency) for your product
or service, you have to analyze and "map" the process to eliminate any defect from the system.
Mapping the process that creates the defects--for example, a cup of coffee that's "off" in flavor or
temperature--and analyzing it, is the focus of this course. Specifically, the course offers methods for Six Sigma Green Belts and team members to put simple flowcharts to use to improve business
processes that create defects. In Lesson 1 you'll explore the world of flowcharts. You'll learn what symbols to use in them, how to construct them, and why they're useful in pinpointing the trouble spots
in your own business process. In Lesson 2 you'll learn how to put flowcharts to work to eliminate the problems in a process and to add value for customers to existing business processes.
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Six Sigma DMAIC: Improving the Process
Laotzu, a Chinese philosopher, said, "The biggest problem in the world could have been solved when it was small," but as far as business processes are concerned, even catching a problem when it's small
might not get at the root cause. Six Sigma Black Belts know that to find the root cause of a problem, you have to develop an improvement strategy, and then use precision tools to employ the improvement
strategy and target the problem with perfect accuracy. In this course Six Sigma Green Belts and team members will explore the tools and techniques for developing an improvement strategy. You'll also look
at why, how, and when to pilot an improvement plan, and how to avoid common pitfalls. In Lesson 1, Creating an Improvement Plan, you'll consider how to work only the best ideas into an improvement
plan by brainstorming improvement ideas, and by making effective use of the prioritization matrix. You'll also be introduced to FMEA (Failure Modes and Effects Analysis) and DoE (Design of Experiment
analysis), sophisticated analysis tools which can be used when the conditions are right. In Lesson 2, Building Support for an Improvement Plan, you'll explore why you should pilot an improvement plan.
You'll also consider the key components of an implementation plan, and the best strategies for marketing the plan.
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Six Sigma DMAIC: Controlling the Improved Process
Have you ever worked hard to improve yourself in some way--for example, to lose or gain weight, or to exercise regularly? If you have, you know that you have to work just as hard to maintain your progress.
The same thing can be said about an improvement in a business process. Six Sigma Green Belts and team members work hard to achieve the Six Sigma level of perfection in a process, and they have to
work just as hard to maintain it. In this course you'll focus on maintaining quality--or, in Six Sigma
language, on "controlling" the improved process. In Lesson 1 you'll look at quality control. You'll see
how to build quality control "checks" into an improved process, and how to develop the best quality control plan. In Lesson 2 you'll see how you can continuously monitor an improved process by using
simple charting tools. Because Six Sigma is a long term commitment, you'll also explore tips and tactics for maintaining the Six Sigma level of perfection through the ownership of the responsibilities for
ongoing quality.
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