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This popular course will provide you with a broad understanding of the Lean Six Sigma improvement methodology, concepts, and language. The course is targeted at team members who need to develop a general awareness of Lean Six Sigma: what it is, why it matters, what makes it successful.

By the end of this course delegates will be able to:

· Understand how Lean Methods and Six Sigma are integrated

· Relate Lean Six Sigma concepts to the overall business mission and objectives

· Communicate using Lean Six Sigma concepts

· Think about your organization as a collection of processes, with inputs that determine the output

· Recognize the organizational factors that are necessary groundwork for a successful process improvement program

· Use the concept of a Sigma Level to evaluate the capability of a process or organization

OE champions, Maintenance managers, engineers & planners, reliability and maintenance engineers, facilities and utilities managers, top level maintenance technicians, operations and production managers & engineers, plant engineers, design engineers, reliability engineers & technicians, operators, safety engineers, risk engineers, CMMS and spare parts personnel, safety engineers and anyone who is involved in reliability engineering

Introduction to Lean

· Lean Principles

· Lean Concepts

· The Six Production Losses

· The 7 Wastes and Others

· The Seven Process Wastes

· Looking for ‘Waste’ in Processes

· Benefits of Lean

· Monitoring Operating Effectiveness

· Production Losses and Overall Equipment Effectiveness

· Just-in-Time vs. Work-in-Progress

· Work-in-Progress Batch Inventory

The Critical Lean Concepts

· To Be Lean = Eliminate Non-Value

· Schedule to Match Takt Time

· Refine Your Value Adding Stream

· To Have Flow = Standardize & Level

· Benefit of Flow

· History of Value Stream Mapping

· The Value Stream Concept

· The Concept of Customer Value and Non-Value

· Discovering the Hidden Factory

· The Hidden Factory

· Another View of the ‘Hidden Factory’

· Straighten the Workflow

· Total Productive Maintenance

· The Operators’ Creed of TPM

· TPM Works by Reducing Risk of Failures

· Standards and Standardization

· Standardize the Work

· Developing Standardized Work

· 5S Creates a Visual Factory

· The 5S Cycle

· 5S Activities Explained

Lean Process Example

· Process Investigation

· Collecting Data from the Process

· The Current State Map

· Example of Current State Map

· Spotting Productivity Improvements

· Visualize Productivity Improvements

· Future State Map

· Future State Map

· Implementation Plan

· VSM Process

Introduction to Six Sigma

· What Six Sigma Means

· Defining What Good Performance

· Chance of Failure at Each Sigma Level

· Minimizing Variability

· What is Variation

· The Problems Start with Variation

· Causes of Variation

The Importance of Controlling Variation

· Where Profit is Lost in Business Processes

· Defects Cause Failure

· Failures Misuse Time and Resources

· The Best are Proactive

· Defect Elimination and Failure Prevention

· Problems are Variations Caused by Defects

· Stop Defects and you Stop Problems

· Reducing Variation with a Quality Systems

· The Purpose of a Quality Management System

· Planned Efforts to Remove Variation

· Applying 6 Sigma for Improvement

Applying Six Sigma

· Where Profit is Lost in Business Processes

· Why Organizations Lack Focus

· Roles in Six Sigma

· Six Sigma DMAIC process

· Six Sigma Project Life Cycle

· Problem Difficulty Distribution

· Defining Precision

· Human Error Rate

· Human Factors

· 12 Most Common Causes for Human Errors

· Apply Basic Statistical Control and Visual Management

· When Process Variability is Out-of-Control

· Process Quality Control Starts by Setting Outcome Limits

· Journey to 6 Sigma: Control Your Processes

· Move to ‘Preventive’ Quality Control

· 4 Pillars of Quality Management Systems

Introducing Lean Six Sigma into Organizations

· Elements of a Good Management System

· What Are the Critical Success Factors?

· Start Measuring Plant Non-Performance

· Getting high task reliability needs quality

· Understanding what it means to be ‘in control and capable’

· Accuracy Controlled Enterprise (ACE) Standard Operating Procedures Adds Statistical Process Control to Work Processes

· Remove variation, Accuracy Controlled Enterprise (ACE) Procedures

· The Accuracy Controlled Enterprise

· Accuracy Controlled SOPs Remove Variation with Proactive Statistical Process Control

· 7 Primary Quality Control Tools

· When to Apply the Quality Control Tools

· Pareto Chart the Problems for Focus