PEEC’s accelerated learning provides a very attractive return on investment. An example of this is the Lean Six Sigma Green or Black Belt, which takes less than two weeks to complete. Elsewhere, this consists of five separate weeks of training; which can take as long as eight months. Imagine the earning potential or career progression opportunities that could pass by over this period.
At PEEC we are passionate about our training, and we want to take you on this journey with us. Call a member of the PEEC team, and find out which training experience is right for you.
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Our Master Black Belts
Our Master Black Belts
Master Black Belts are more than just skilled technologists. The cornerstone for success of a quality accelerated technology training provider is the instructor’s ability to translate complex technical theories into understandable concepts and applied knowledge.
In addition to delivering our courses, our instructors are also consultants for major organisations worldwide. Every day, they acquire more extensive real-world experience which is reflected in the courses they teach and the books they write.
PEEC Training instructors are cross-certified industry professionals – ranging from renowned authors to senior information technology consultants, with extensive real-world knowledge. Every PEEC Training Instructor:
- Is certified in their chosen subject (in the case of Minitab training we only employ Minitab Certified Trainers)
- Has many years of experience in a senior consulting role
- Provides accelerated instruction and guidance, covering fundamentals and hands-on concepts, and demonstrating real-world scenarios to solidify your understanding
The PEEC Master Black Belts deliver the curriculum, provide leadership, coach students to ensure successful information comprehension and retention as well as certification. Instructors provide group instruction and individual assistance with a keen ability to cater to every aptitude and background.
Lean Tools and Technology in Lean Development
– Adapt technology to fit your People & Process; In some organisations it could be the opposite (Technology has to be mature first in accordance withTechnical Readiness Level process)
– Align organisation through simple visual communication More difficult for Engineering .
– Use powerful tools for standardization & organizational learning Lean organisation (reducing number of layers…)
at Toyota are the best exponents of Lean Development and since 1991 have identified 4 Critical Success Factors as follows:
- Creating a strong vision to ensure that design engineers care about what the customer thinks of their future services and products
- Limit the number of late design changes by striving for Perfect Drawings and Zero EC after production drawing release
- Focus on precise and tightly scheduled industrialised drawing production to increase effectiveness
- Focus on quality and cost of production itself to ensure build is with the cost bracket
Lean Product Development Model
Lean Process principles
1 Focus on what the Customer Values Product (processes to assess Value vs Customer requirement, starting from clear definition of Customer requirements) Process (Plateau & Phases)
2 Front load Development & explore thoroughly alternative solutions (max. design space) Early Development phase (time allocation, budget allocation, expert teams {rotating}) Structure compliance with Quality gates don’t reopen previous decisions. Simulation more rigorous, modeling, verification of design robustness, design reviews {multi company & multi function}, trade off curves for design alternatives including risk & opportunity assessments
3 Leveled Product Development process flow VSM, 7 wastes, multi-programs resources (planning & Mgt integrated with scheduled milestones, top to bottom & across functional interdependences)
4 Rigorous standardization Design guidelines & standards Catalogues (standards owners) & supporting data, Experts network => transfer of knowledge, lessons learned => design standards… software modular components
Lean Production
Toyota is the most documented Lean Company, talking about Lean Production.
1991 – The machine that changed the world – This was the first time Toyota opened it’s doors to external consultants based on the TPS (Toyota Production System) developed by Womack and the Massachusetts Institute of Technology. “The 5 Steps to Lean” (specify value, identify the value stream, make the value flow, let the customer pull, pursue perfection) were defined in this book.
1996 – Lean Thinking (Womack and Jones) – Easier to read, still based on TPS (Manu) with Case Studies
1997 – Concurrent Engineering Effectiveness – Jeff Liker and based on some of Toyota’s Engineering Principles
2002 – Lean Enterprise Value –
2004 – The Toyota Way – Jeff Liker – Business Philosophy and 14 Management Principles
2006 – The Toyota Product Development System – Jeff Liker – based on the product development system not manufacturing. The product development system is the key behind the TPS and this is the first book that explores Toyota’s PDS and this is their main competitive advantage. Easier to replicate the TPS than the PDS. 13 Principles broken down, easy to read and you can dip in and out of the book.
2007 – Toyota Talent – Jeff Liker – How to develop engineers
2007 – The Lean Product Development Guidebook –
Lean techniques for Lean Enterprise
There is a long list of techniques that characterise the flow, pull and perfection parts of the Lean idea .
Notice how must time is always given to ‘Quick Changeover’; this is important since whilst things are stopped, the value stream is not flowing
Notice also that there isn’t any “Do this!”, rather what we learn are techniques to improve the flow of value streams .
If you can’t flow then pull is the next step .
And you can not do it all at once, so every improvement is a step on the way to perfection, but you never get there .
Lean Six Sigma and the Art of war by Sun Tzu
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.
Lean Transformation and the Art of War.
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:
- If you know the enemy and know yourself, you need not fear a hundred battles.
- If you know yourself but not the enemy, for every victory gained you will also suffer a defeat.
- If you know neither the enemy nor yourself, you will succumb in every 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.
Lean Transformation; From Old Cheese To New Cheese.
What Old Cheese are we holding on to in our organisation?
When working out our Lean Transformation approach through the Lean Six Sigma methodology, we often give our sponsors the booklet written by Spencer Johnson.
Who Moved My Cheese? is the best-selling business book on transformation and change. It’s has been translated into 42 languages. People have relied on it to get them through changes big and small.
You can put those same principles to work in your organization. Whether you are reacting to changes around you or there are changes you would like to make happen, we can help you harness the ideas in the book to get results.
When the analysis is done; the scope and nature of your activity changes
By René Visser on February 3, 2012 in Allgemein @de, General, General @fr, General @it, General @nl, General @pl, Uncategorized
Shift from analysis and decision making to action, but the implementation is still a time for learning and improvement
- Increase in task complexity
- And a decrease in your control over the tasks
Greater numbers of people:
- All those directly involved in the solution
- All those indirectly involved in its impact
Review of team make-up may be useful and you will definitely need to re-plan (see Project Management). Resources (time, money, equipment, commitment) even more critical
All of this is about transferring responsibility from the improvement team to the process team (the people who run the process). This transfer must be explicitly clear.
- Ensure that the organisation knows what is happening, when and how
- Be clear whether it is a Big Bang, in Phases or ‘drip feeds’
- Dealing with key people issues
- Managing ambiguity
- Managing personal exposure
- Dealing with the ‘survivors’
- If you are doing a phased roll-out, must manage parallel operations
- You must ensure that the customer will not feel the impact of your internal transitions
- Building on wins, minimising losses and learning from “incomplete successes”
The basic tools that we use as Black Belt project managers are;
- Project Plan
- Process Map
- RACI matrix
- Skills Matrix
- Dash Board (1 single sheet mgt report)