Speed Course for Green Belt Certification within 10 days.
Through the Skills and Knowledge on Process Performance Improvement , you as certified Green Belt will lead improvement projects, you will be able to coach and spread DMAIC methodology and improvement tools and you will lead & support process improvement initiatives as a facilitator. This special Summer offer is only applicable for the period indicated.
July & August in Aix en Provence
Our Approach for Lean Six Sigma
Lean Six Sigma è anche uno stile di gestione basato su un’ organizzazione strutturata e dedicata al project management. Un obiettivo di Six Sigma è infatti quello di ottimizzare i processi ed adattare costantemente prodotti e servizi ai requisiti del cliente.
Ci proponiamo di accrescere e diffondere su vasta scala la cultura e le competenze legate all’efficienza e al miglioramento continuo attraverso la formazione, la formazione qualificante e il coaching dei candidati Black Belt affinché tutti i vostri dipendenti partecipino attivamente a questo processo di continuo miglioramento con una forte attenzione al Change Management.
Ci proponiamo anche di diffondere una metodologia omogenea all’interno dell’azienda, un linguaggio comune ed un set di strumenti atti a promuovere l’integrazione di un metodologia di lavoro uniforme relativa all’accrescimento della performance aziendale. Tutto ciò poterà a ridurre progressivamente la vostra dipendenza da consulenti esterni.
Remember this – Is this what we are aiming at?
Lean IT is the extension of lean production and lean office principles to the development and management of info tech (IT) products and services. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service.
Although lean principles are generally well established and have broad applicability, their extension from manufacturing to IT is only just emerging.Indeed, Lean IT poses significant challenges for practitioners while raising the promise of no less significant benefits. And whereas Lean IT initiatives can be limited in scope and deliver results quickly, implementing Lean IT is a continuing and long-term process that may take years before lean principles become intrinsic to an company’s culture.
Role of a Lean Six Sigma Master Black Belt
Who should attend?
Course Prerequisites
Candidates for the Lean Six Sigma Master Black Belt certificate must be previously certified as a Lean Six Sigma Black Belt prior to enrolling for this course, or must complete the Key Performance Lean Six Sigma Black Belt training program prior to enrolling in this course. Candidates should have college level math skills and are required to utilize statistical analysis software.
Candidates must have been certified as a Black Belt for at least six months and must have completed at least two projects as a certified Black Belt prior to enrolling in the Master Black Belt program.
The internal value adding system cannot meet external customer demands with high inventory, high staff costs, high waste, low quality and thus low profitability.
The internal value adding system only just meets customer demands for delivery and quality but costs are still too high.
The internal value adding system meets customer delivery targets without high inventory; staff and resources are focused on quality and delivery.
Internal value adding capability exceeds customer expectations and products are delivered on time and on quality.
Profitability is high and costs are low. The perfection stage. Fine tuning of the value adding system and advanced proactive discussions with customers regarding their needs in the future.
In Lean Six Sigma the word Supermarket is used to describe a central location for a group of products often held in Kanbans that are collected by a customer.
The obvious analogy is a retail Supermarket that has a range of food, electrical or clothing products held in one large store so customers do not need to visit many different locations. A constant product flow is something you might get in the chemical industry where they use pipes.
Although we aim to make things flow, in most industries constant flow is not possible; we need supermarkets. Basically a supermarket is a store; parts in the supermarket are there because supply cannot be linked directly to demand.
Supermarkets are a group of centrally located Kanbans;
the central location is to allow ‘customers’ the time saving benefit of one stop shopping and supplier consolidation In Lean thinking, supermarkets are a necessary evil;
they should be located as close as possible to the customer(s) and not confused with a buffer stock that may be held within the production chain.
Kanban Definition, very usefull Lean Tool
Concept
This means that the customer pulls the item through the entire value chain
Nothing is supplied until it is needed by the next process step (JIT)
This means all the links in the value chain have to be very, very close
Examples of Kanban mechanisms
The art of war by Sun Tzu, is governed by five constant factors, to be taken into account in the field when laying plans. These are: (1) The Moral Law; (2) Heaven; (3) Earth; (4) The Commander; (5) Method and discipline. Which suits fine the need for Vision, Skills, Incentives, Resources and Methodologies.
Lean Six Sigma programs are not just an ‘one-off‘, to keep the Culture of Continual Improvement, the constant presence of the methodology is essential.
Tu Yu quotes Wang Tzu as saying: “Without constant practice, the officers will be nervous and undecided when mustering for battle; without constant practice, the general will be wavering and irresolute when the crisis is at hand.”
The Lean Six Sigma approach was first introduced and developed at Motorola in late 1980s. Later in the mid-nineties, it was adopted by General Electric and Allied Signal. To maintain a critical mass one should keep up a 2% Black Belt and a 10% Green Belt of its company‘s popluation. Six Sigma is now adopted by many other reputed companies.
The success of any Lean Transformation depends on a few key factors.
In the “Art of War” of Sun Tzu, one can define 3 factors that will determine the outcome of a battle:
what is needed to win a battle? What is the profit to be delivered from the process? VOB
Sun Tzu’s three conditions helps determine the success of a business:
If you understand the needs of your customers, What is the customer experience to be delivered? VOC
If you know the capabilities of your own business but do not understand the needs of your customers or the strengths of your competitors, for every increase in sales revenue you will reduce profits and lose market share. VOP
If you do not know the needs of your customers, the strengths of your competitors nor the capabilities of your own business, you will succumb to market forces and eventually lose everything.
The process for creating a high performance organization must start with a business knowing the limits of its own capabilities . The company must define and understand its current state before it can develop a plan to determine where it must improve its processes to create a future state. However, defining the future state cannot happen until the business understands the needs of its customers and the strengths of its competitors. Once a business has clearly defined these 3 factors it can develop a future state that serves its customer and is in a stronger position to compete in the market place. One way to do this effectively is to follow the “10 Steps to become a Lean Enterprise” model.