Introduction:

This course uses renowned Motorola methodology to identify and solve problems in organizations. Targeting the yellow belt level, this course will provide participants with the knowledge to identify improvement opportunities in their organizations and help kick off the Six Sigma methodology with their teams. Participants will learn the different phases of Define, Measure, Analyze, Improve and Control (DMAIC) and how to build a project charter. Additionally participants will learn about quality tools and required statistics to help them formulate problem statements and translate them into measurable format. Participants will be provided with the tools to assess their organization's readiness to launch Six Sigma projects.

Course Objectives:

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

• Examine the statistical background supporting Six Sigma projects
• Compare between the various tools usually used in a Six Sigma project
• Define and understand quality concepts and their evolution
• Discuss Six Sigma and why it is necessary to sustain business improvement
• Explain the role of Six Sigma in customer service and continual improvement
• Apply and implement the Define, Measure, Analyze, Improve and Control (DMAIC) problem solving methodology (yellow belt level)
• Explain how to deploy Six Sigma and assess organization readiness to launch a successful Six Sigma project

Who Should Attend?

Quality Managers, Quality Assurance Engineers/Officials, Quality Engineers, Quality Improvement Professionals, Manufacturing/Process Engineers Project Managers, Corporate Managers, Executive Managers, Senior Managers, Middle Managers, Junior Managers, Human Resource Managers, Board of Directors, Entrepreneurs, Production Managers, Production Supervisors, Product Engineers, Inspectors, Line Leaders, Production Operators, Customer Service Professionals, Training Managers, Practitioners in the field of Quality Management, all those who are engaged in quality management implementation and improvement of organizational performance, those with an interest in quality management systems, those starting their career in quality management, staff who are involved in influencing, formulating or supporting the long term planning and strategy of the quality department or organization, as well as those who are responsible for linking, measuring and improving the performance of others, anyone who wish to understand Six Sigma, its use and how it relates to work and business improvement.

Course Outline:

Introduction to Quality

• Definition of quality
• History of quality
• Benefits of quality systems
• Meet the ISO 9000 family
• Cost of poor quality
• Evolution of quality management
• Quality management principles and six sigma
• Quality maturity ladder

Definitions of Six Sigma

• What is Six Sigma and what does sigma mean?
• History of Six Sigma
• Why should organizations use Six Sigma?
• Savings from Six Sigma
• Six Sigma as an improvement strategy

Six Sigma in Customer Service

• Effects of Six Sigma on customer satisfaction
• Levels of sigma performance
• The Kano model and quality function deployment
• The fruit of Six Sigma

Implementing Six Sigma

• The methodology
• The DMAIC stages (Define, Measure, Analyze, Improve and Control)
• Roles for managers and employees
• Six Sigma and Lean
• Roles of green belts and black belts

Statistical Analysis in Six Sigma

• Sigma as a metric
• Sources of variation
• Calculation of process capability and sigma level
• The commute example
• Software to support analysis

Problem Solving Using Six Sigma

• Six Sigma tool box
• Control charts
• Pareto charts
• Cause and effect diagrams
• Why-why diagrams
• Scatter diagrams
• The turtle diagram

Deployment of Six Sigma

• Project selection and charter importance
• Leadership and employee involvement
• Selection of Six Sigma projects: guidelines
• Characteristics of a successful Six Sigma project
• Corporate commitment: ten questions for leaders
• Sources of high impact opportunities
• Characteristics of projects to avoid

COURSE LOCATIONS