Comprehensive course analysis
Who should attend
Operations managers and supervisors, business analysts, process improvement teams Note: Teams will benefit from practicing the tools and techniques together.
About the course
Lay the foundation for an integrated approach to business problem solving. Lean Six Sigma methodology will help you address complex problems, deal with redundant and inaccurate data systems, and reduce rework and system slowdown.
In this foundation course, you'll learn data-driven problem solving methods that Lean and Six Sigma provide to help radically improve business processes in your own organization. This course also explores critical elements missing from most process improvement initiatives: organizational change management and gaining buy-in.
When you have successfully completed this course and its exam, you will be Six Sigma Yellow Belt certified by the University of Wisconsin. The course is also used for Green and Black Belt certification from the University.
How You Will Benefit
- Use Lean and Six Sigma tools to achieve breakthroughs in quality and cost reduction
- Reduce or eliminate time-based inefficiencies in transactional processes
- Achieve both bottom-line and “soft” cost savings
- Gain a full understanding of what Lean and Six Sigma is and how to implement it through the 5-stepproblem solving methodology, the DMAIC model
- Learn methods to break down your most difficult processes and rebuild them with less variance and waste
- Learn how to integrate Lean concepts of waste elimination and flow with Six Sigma’s DMAIC model and data driven problem solving approach
- Communicate the value of your Lean Six Sigma process improvements to gain buy-in from upper management and staff
- Overcome the barriers to process optimization
Day 1 - Process Improvement, Project Selection, Define Phase
- Overview: examples of Six Sigma in action, what is a process, history of Lean Six Sigma, the DMAIC methodology, belting levels, what makes for a good process improvement project, project selection techniques, where organizational change management fits in the DMAIC
- Define phase: project charter, stretch goals, voice of customer (VOC) analysis, converting VOC to critical to quality (CTQ) statements, high-level process mapping and SIPOC diagrams, Gemba walks, introduction to lean waste identification, cost of quality (COQ), traps and pitfalls of the Define phase
Day 2 - Measure Phase and Analyze Phase
- Measure phase: detailed process mapping, sources for data collection, data types and their effects on sample size, operational definitions, Pareto analysis, introduction to the business statistics used in Lean Six Sigma, variation analysis
- Analyze phase: process baselines to customer specifications, and process capability, root cause analysis using 5-Why, cause and effect diagrams, and variation analysis, traps and pitfalls of the Analyze phase
Day 3 - Improve Phase and Control Phase
- Improve phase: divergent to convergent idea generation, lean techniques for improvement, prioritizing and scoring the solution set, risk analysis and scoring techniques, implementation options and plan writing, traps and pitfalls of the Improve phase
- Control phase: tools to sustain gains, creating standard work, introduction to SPC (run and control charts), review of organizational change management drivers that affect projects, traps and pitfalls of the Control phase
Day 3 - Includes breakfast, lunch, breaks and dinner
- Check-In and Breakfast 7:30 a.m. - 8:15 a.m.
- Course 8:15 a.m. - 5 p.m.
- Dinner 4:30 p.m. - 10 p.m.
Day 2 - Includes breakfast, lunch and breaks
- Breakfast 7:30 a.m. - 8:15 a.m.
- Course 8:15 a.m. - 3:15 p.m.
- Dinner 4:30–10 p.m.
Day 3 – Includes breakfast, lunch, and breaks
- Breakfast 7:30–8:15 a.m.
- Course 8:15 a.m.–5 p.m.
- Dinner 4:30–10 p.m.
Scott Converse is the director of project management and process improvement programs for the University of Wisconsin-Madison's School of Business. In addition, he developed and directs the Technical Leadership certificate series, a collaborative effort between the College of Engineering and the ...
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