Lean Six Sigma - Green Belt

© AFI par Edgenda inc.

Duration 45 hours: 42 hours synchronous and 3 hours asynchronous (see “Teaching Method” section for full details)

Audience

This training is conceived for all managers and advisors who want to develop the skills needed to manage Improvement Projects in their organization.

Objectives

The participant will be able to use a structured approach and the different tools of the Lean Six Sigma methodology to identify and complete projects to improve the organization's performance.

The goal of this training program is to empower participants to develop the skillset and techniques to:

• Manage deliverables for a Continuous Improvement Project
• Unlocking an end-to-end understanding of the processes
• Making Diagnostics and Projects of Simple Complexities
• Supporting a Black Belt Expert in Complex Projects
• Use Lean tools and have a background to deepen their knowledge.
• Co-host Kaizen sessions
• Have enough background to sell continuous improvement

Pedagogical methodology

• These training days combine theoretical learning with practical applications.
• The 6 synchronous days (7 hours/day) are conducted live with the trainer.
• The B12 application is separate and constitutes the asynchronous component before and after training (preparation activities, reinforcement, etc.). It is therefore an additional educational tool that increases the transfer of learning.
• The asynchronous activities are to be carried out in B12 (pre- and post-classroom training) for each day of training. The average time required per day of training is around 30 minutes, depending on the learner. This leaves more time in class for sharing concrete experiences and solving specific problems. I have specified this in the form.
• During these training sessions, participants will use examples, practical exercises, and case studies to practice applying commonly used tools to illustrate concepts, ensure their understanding, and confirm their mastery.
• The preferred teaching style is based on:
• The sharing of individual experiences.
• Interactions between participants.
• Supervision by trainers is possible for this work.
• Participants must pass an exam at the end of the training course. The pass mark is 80%;
• A project must be completed following the training course. Coaching support can be arranged so that the trainer can assist you with your project. You will receive your Green Belt certification at the end of the project.

Content

Module 1 – Understanding the Lean Six Sigma

• Lean and Kaizen methodology
• Six Sigma and DMAIC
• Simulation of a process
• Value-added concept
• Paradigms

• The 8 Steps to Change Management
• The 4 types of Reluctance
• Stakeholder Analysis
• Analysis of Force Fields
• Communication Plan

• Explanation of the Define phase
• Defining a Problem
• Customer's Voice
• FIPE
• 5 why’s, QQOQCCP method
• Milestone Review
• The Role of the Promoter
• Initiate the Project with the Project Charter
• Communication Plan
• Project Management

• Explanation of the Measure Phase
• Usual Statistics
• Methods for Mapping Processes
• Lean Measures
• Waste
• Lean-Six Sigma Indicators and Benchmarks
• Data Collection
• Employee Voices
• Voices of the process
  

• The root causes of the problem
• Sources of variation
• The sources of waste in the current process
• Key features of the process
• Opportunities for improvement and their potential impact on customer satisfaction
• Explanation of the Analyze phase
• Review of problem-solving techniques
• Brainstorm (and variants)
• Chart of Causes and Effects
• Chart of Affinities
• Selection and Decisions Tools
• Identification of Constraint
• FMEA (Failure Mode Effect Analysis)

• Develop, test, and implement solutions that address the root causes of the problem using proven methods
• Use the data to evaluate the different solutions
• Plan to implement the solution
• Explanation of the Innovate Phase
• List of Lean tools
• 5S
• SMED
• Principle of the Pulled Flow (Kanban and variants)
• Visual Management
• Cadence
• Study of methods
• Deceiving tools
• Cell and layout
• Unit flow
• Lot of workload
• Step-door
• Simultaneous Engineering
• Optimizing duress
• Mapping the Revamped Value Chain.
• Designing a New Process
• Toyota Principles
• Tips for optimizing a process
• Dream situation, target situation, directions
  

• Be able to plan for the deployment of identified improvements
• Know the tools to maintain the performance improvements achieved through the solution and transfer responsibility for that maintenance and continuous improvement
• Explanation of the Implant and Control phase
• Implementation methodologies
• Implementation strategies
• Condition of success
• Kaizen Methodologies
• Reengineering
• Implementation Tools
• Action Plan
• Training Plan
• Communication Plan
• Follow-up Plan
• Control Plan
• Transition Plan
• Control Tools
• Control Plan
• Indicators
• Closing the Project