Who should attend
This course is suitable to a wide range of professionals but will greatly benefit: employees at any level who have an interest in improving the organisation. This can include:
- Senior Managers who may wish to participate in the occasional high level project and use their knowledge of Lean Six Sigma concepts, tools and techniques to improve their understanding of the business and improve their problem solving and decision making skills
- Managers, team leaders and supervisors who are expected to engage in their organisation’s business transformation programme
- Employees who work in a business change department.
This Oxford training programme is suitable for all levels of employees from various business units.
About the course
No organisation will say it is against continuous improvement of its processes. But how can such good intentions be turned into practical actions?
Six Sigma is probably the most popular and widely used approach to operations business improvement today.
A Six Sigma project seeks to identify and remove the causes of defects and errors in business processes. To achieve this, the approach follows an internationally accepted standard methodology using a set of tools, including statistical methods, while creating an infrastructure within the organization to exploit opportunities involving all employees in the improvement process.
While Six Sigma and Lean both seek to achieve process improvement, they have a different emphasis. Lean focuses on reducing waste; Six Sigma focuses on reducing variation. Lean Six Sigma integrates these two approaches.
This Oxford Lean Six Sigma Green Belt Foundation course provides delegates with an understanding of key Lean Six Sigma concepts and techniques, and the ability to apply these concepts and techniques to real business issues.
By the end of this course, participants will be able to:
- work with local line management to identify and quantify opportunities for improvement within the local environment
- define, design and execute DMAIC projects to solve business issues, and transition projects from phase to phase
- apply lean concepts
- use data collection and data analysis to improve decision-making
- identify inefficiencies and problems, and pinpoint root causes
- deliver agreed benefits to the business through the implementation of process improvement projects sponsored by senior management
- The Use of Tools to Complete the Define phase of DMAIC, including:
- Creative Thinking
- Project Charter
- The Use of Tools to Complete the Measure phase of DMAIC, including:
- Measurement of Process Performance
- Price-of-Nonconformance (PONC)
- The Use of Tools to Complete the Analyse phase of DMAIC, including:
- 7 Wastes
- Value Stream Map
- Root Cause Analysis
- The Use of Tools to Complete the Improve phase of DMAIC, including:
- Mistake Proofing (Poka Yoke)
- PDCA (Plan-Do-Check-Act Deming cycle)
- The Use of Tools to Complete the Control phase of DMAIC, including:
- Maintaining the Gains
- Specify ngoing Process Measurements
- Green Belt Roles and Responsibilities
Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
We are happy to help you find a suitable online alternative.