Lean Six Sigma - Yellow Belt

© AFI par Edgenda inc.

To act as a promoter of the Lean philosophy and the Six Sigma methodology.

Audience

This training is aimed at all Managers who want to develop the necessary skills to promote improvement projects in their organizations or to develop a Lean culture.

Objectives

The participant will be able to support the implementation of a Lean Six Sigma approach as well as to integrate a continuous improvement approach within his organization. In addition, the person will be able to act as a promoter of continuous improvement projects as well as to carry out a visual management approach daily.

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

• Understanding the principles of the Lean philosophy
• Promote a continuous improvement project
• Understanding the results of a continuous improvement project
• Manage an Improvement Project Bank (Assess/Prioritize)
• Preparing a Project Charter
• Play the role of Promoter in Milestone Reviews
• Support a Visual Management Center

Expected Benefits:

• Develop a Lean Philosophy to promote the concept of Visual Management in its organization.
• To identify and prioritize opportunities for improvement in an organization and to provide support to Project Teams, to ensure sustainable results.
• Ensure that the Lean Philosophy and Six Sigma methodology can bring tangible benefits to their business.

Evaluation:

• A recognition of participation will be given to the participant at the end of the training.
• The training is accompanied by 2.1 UEC.

Pedagogical methodology

These hands-on training days are based on an alternation of theoretical learning and practical applications.

During these types of training, using examples, practical exercises and case studies, the participant will practice the application of commonly used tools to illustrate the concepts, ensure and confirm their understanding.

The animation style is participatory.

Content

Understanding the Lean Six Sigma

• Paradigms
• Lean and Kaizen methodologies
• Value-Added concept
• Six Sigma and DMAIC methodology
• Visual management
• Toyota's 14 Principles

Give participants the skills to manage a project bank, including evaluation, prioritization, and design of the project charter.

• Project Evaluation Tools
• Maturity Diagnosis
• SWOT
• Profit-Effort Matrix
• The Principles of Net Present value (NPV)
• Establishing conditions for success
• The project charter (file A4)

Give participants the tools they need to validate that the problem has been well understood by the work team.

• Goals
• Project Charter Validation
• Customer's Voice
• Definition of the Problem and Definition of the Y
• SIPOC Diagram
• Validating Project Gains
• Stakeholders
• Collection Plan
• Communication Plan
• The Role of the Promoter

Validating Project Gains

• Stakeholders
• Collection Plan
• Communication Plan
• The role of the Promoter
  

"Measure" Phase

Ensure that the team has understood the current situation. Validate as well that the process is well understood.

• Goal
• Mapping
• Voices of Customers and Employees
• Voices of the Process
• Measuring the "Y"
• Lean and Benchmarks Lean-Six Sigma Measures
• Waste
  

"Analyze" Phase

Ensure that the approach used by the team was able to identify the root causes of the problem.

• Explanation of the phase Analyze
• Expected deliverables:
• Causal link Y-F(X)
• Review of Problem-Solving Technics
• Brainstorm (and variants)
• Chart of Causes and Effects
• Chart of Affinities
• Selection and Decisions Tools
• Identification of Constraint
• FMEA (Failure Mode Effect Analysis)
  

"Innovate" phase

Ensure that the team has selected and tested an effective and efficient viable solution that can be applied in the work environment.

• Goals
• List of Lean tools
• Unit and Drawn Streams (versus Lot)
• Kanban
• Optimizing duress
• Little’s Law and Post Intensification
• Service Family and Work Cell
• The 5S
• SMED (Single Minute Exchange of Dies)
• Study of methods
• Deceiving
• Temp Takt
• Simultaneous Engineering
• Visual Management and Caucus
  

"Implant and Control" Phase

Ensure that the implementation strategy is well defined, that all changes are clear and well defined.

• Goals
• Action Plan
• RACI (Responsible, Accountable, Collaborator
• Communications Plan
• Transition Plan
• Training Plan